Have You Ever Worked On A Team That Struggled To Complete A

Have You Ever Worked On A Team That Struggled To Complete A Project I

In your first MBA course, Dynamic Leadership, you learned about the "big five" personality traits that can potentially lead to conflicts in the workplace; but differences in creative thinking styles can also keep a team from functioning effectively. The major thinking styles you will learn about this week can provide insight into the reasons why conflicts can arise among individuals and teams trying to innovate. For example, perhaps you have worked on a team with someone who you thought asked too many questions or focused on what appeared to you to be insignificant details. As a leader, you need to learn how to accommodate a diversity of creative thinking styles in effective ways.

For this Discussion, you will consider your own creative thinking styles and how they differ from others in your current (or a past) workplace environment. Consider how different creative thinking styles can potentially create conflict among teams. You can review the five personality traits that were covered in a previous course by referring to the Digman article in the Optional Resources this week. Post by Day 5, a cohesive analysis using the scenario presented in this week's media piece, Creative Teams and Creative Conflicts, in which a team is unable to make progress on a project. In your post, incorporate the following: An analysis of the barriers that prevented the group from leveraging their differences and creating innovative ideas. Three suggested ways that their process could be improved, despite their different styles. An explanation of how you would approach the scenario differently and lead the group towards success if you were asked to lead the team. A description of how you would implement the three ways you identified above to help the group improve. Finally, include an explanation of how you could use the strategies described in this week's chapter from Creative leadership: Skills that drive change to accommodate the diversity of thinking styles to lead the group in a unified direction. Read a selection of your colleagues' postings.

Paper For Above instruction

Effective collaboration within teams is fundamental to organizational success, especially when confronting complex and innovative projects. However, diverse creative thinking styles, while enriching, can also present barriers if not managed adeptly. The scenario presented in the media piece, "Creative Teams and Creative Conflicts," highlights a team that struggles to make progress due to several underlying issues rooted in differences in thinking styles, communication, and leadership approaches.

One primary barrier hindering the team’s ability to leverage their diversity was the inability to establish common ground. Team members exhibited contrasting creative styles: some were highly analytical and detail-oriented, focusing on minutiae, while others prioritized big-picture thinking and abstract concepts. These differences led to misunderstandings and frustration, preventing productive dialogue and stifling innovative ideas. For instance, detail-focused individuals might have been perceived as overly critical or perfectionist, while big-picture thinkers might have dismissed procedural concerns as trivial. This disconnect reduced trust and hindered the collaborative process, illustrating the importance of recognizing and accommodating various styles.

Another barrier involved communication breakdowns. A lack of structured dialogue and active listening limited effective exchange of ideas. When team members failed to understand each other's perspectives, conflicts arose, and the team was unable to synthesize diverse insights into cohesive solutions. Moreover, a lack of clear leadership to facilitate inclusive discussions exacerbated the problem, leaving individual styles unaligned and creating a fragmented work environment.

To address these issues, I suggest three strategies to enhance the team’s process and foster innovation despite diverse thinking styles:

1. Implement Structured Creative Problem-Solving Techniques: Techniques such as Brainstorming with defined rules, mind mapping, or the Nominal Group Technique can help guide discussions, ensure all voices are heard, and stimulate idea generation across different styles.
2. Promote Psychological Safety and Active Listening: Creating an environment where team members feel comfortable sharing ideas without judgment encourages openness. Training in active listening can help members appreciate differing perspectives, reduce misunderstandings, and build mutual respect.
3. Role Clarification and Style Alignment: Clearly defining roles based on individual strengths and thinking styles allows members to contribute in ways that align with their natural tendencies, thereby reducing conflict and increasing efficiency.

If I were to lead this team, I would approach the scenario by first diagnosing the underlying causes of conflict through open dialogue and empathy. I would establish norms for respectful communication and explicitly encourage diverse input. I would then introduce structured problem-solving sessions to ensure balanced participation and creativity. During these sessions, I would facilitate active listening exercises to foster understanding and trust. Additionally, I would assign roles that align with each member’s style, such as assigning analytical thinkers to data analysis and big-picture thinkers to vision setting, ensuring each contribution is valued.

Implementing these strategies involves regular check-ins, fostering a culture of respect and curiosity, and providing ongoing training on creative thinking and communication skills. By doing so, the team can move from conflict and stagnation to collaboration and innovation.

Furthermore, according to the chapter in "Creative Leadership: Skills that Drive Change," understanding and accommodating diversity in thinking styles is crucial for effective leadership. Leaders must be adaptable, utilizing a range of strategies like framing challenges in multiple ways, encouraging diverse viewpoints, and fostering an inclusive environment that values each member’s contribution. These approaches bridge gaps between different styles and unify the team in pursuit of shared goals.

In conclusion, effective leadership in diverse teams requires awareness of individual differences, strategic facilitation, and fostering an environment of openness and respect. By implementing structured processes, promoting psychological safety, and aligning roles with styles, leaders can transform barriers into opportunities for innovation and success.

References

• Digman, J. M. (1990). Personality structure: Emergence of the five-factor model. Annual Review of Psychology, 41, 417–440.
• Johnson, D. W., & Johnson, R. T. (2019). Joining together: Group theory and group skills. Pearson.
• Katzenbach, J. R., & Smith, D. K. (1993). The wisdom of teams: Creating the high-performance organization. Harvard Business Review Press.
• Osborn, A. F. (1953). Applied imagination: Principles and procedures of creative problem-solving. Scribner.
• Robinson, K. (2011). Out of our minds: Learning to be creative. Capstone Publishing.
• Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
• Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
• West, M. A., & Anderson, N. R. (1996). Innovation in top management teams. Journal of Applied Psychology, 81(6), 768–773.
• Yukl, G. (2012). Leadership in organizations. Pearson Education.
• Zaccaro, S. J., & Hornung, S. (2003). The psychology of leadership: New perspectives and research. Routledge.