Hi All,
I am an HR of a firm with total employee strength of 65 employees. Problem i am facing is one of our team (12 member) doesn't gel-up with other teams.
I have tried with team outing (Only 2 members came) even in our office celebration they don't take much part.
Can you suggest any ideas to deal with this situation.
Regards,
Utkarsh
From Saudi Arabia, Jubail
I am an HR of a firm with total employee strength of 65 employees. Problem i am facing is one of our team (12 member) doesn't gel-up with other teams.
I have tried with team outing (Only 2 members came) even in our office celebration they don't take much part.
Can you suggest any ideas to deal with this situation.
Regards,
Utkarsh
From Saudi Arabia, Jubail
Dear Utkarsh,
Can you please tell us the nature of your industry? When you say, one of your teams, in which department or section this team works in? What you mean by "one of our team (12 member) doesn't gel-up with other teams." What is the adverse impact of not them jelling with other teams?
In the process flow of the work, where do they stand, at the beginning, at the middle or at the end? To whom this team reports to? What efforts their HOD has taken for the integration of this team with others? Did he use any authoritarian methods and if yes, then what was the outcome The team members who work in this team, do they have special skill set or qualification? Do they have an exaggerated estimate of their own value or importance and if yes, then why?
There are so many questions associated with your post. Please clarify further. Based on the incomplete information, it would not be fair to give you a solution.
Thanks,
Dinesh Divekar
From India, Bangalore
7881Can you please tell us the nature of your industry? When you say, one of your teams, in which department or section this team works in? What you mean by "one of our team (12 member) doesn't gel-up with other teams." What is the adverse impact of not them jelling with other teams?
In the process flow of the work, where do they stand, at the beginning, at the middle or at the end? To whom this team reports to? What efforts their HOD has taken for the integration of this team with others? Did he use any authoritarian methods and if yes, then what was the outcome The team members who work in this team, do they have special skill set or qualification? Do they have an exaggerated estimate of their own value or importance and if yes, then why?
There are so many questions associated with your post. Please clarify further. Based on the incomplete information, it would not be fair to give you a solution.
Thanks,
Dinesh Divekar
From India, Bangalore
Hi Dinesh,
Thank you for your attention to this matter.
we are into financial sector and the team i am talking about is research. We have majorly CA's & CFA's in this team and all our between the age group of 25-35.
Also in our office only 38 employees sits rest are in our other branch and some are deputed at client place.
What is the adverse impact of not them jelling with other teams :- We always try that this team will get jell-up with all, and sometimes gives them priority like the recent team outing we have postponed 4 weeks and the still only 2 members came to trip. and other teams are upset as sometime we give priority. And they come only when we plan outing for research team.
I will say we are in middle as we are still trying for the same. They first reports to The Research Managers and indirectly all reports VP as well and till now we have not shared this with VP or Manager as we want to try more from our side also the manager has joined the firm 4-5 months back only.
Do they have an exaggerated estimate of their own value or importance - YES i guess this is the main problem, as they are in to research team they all are dedicated to the client and their qualification may be the reason.
Regards,
Utkarsh .
From Saudi Arabia, Jubail
Thank you for your attention to this matter.
we are into financial sector and the team i am talking about is research. We have majorly CA's & CFA's in this team and all our between the age group of 25-35.
Also in our office only 38 employees sits rest are in our other branch and some are deputed at client place.
What is the adverse impact of not them jelling with other teams :- We always try that this team will get jell-up with all, and sometimes gives them priority like the recent team outing we have postponed 4 weeks and the still only 2 members came to trip. and other teams are upset as sometime we give priority. And they come only when we plan outing for research team.
I will say we are in middle as we are still trying for the same. They first reports to The Research Managers and indirectly all reports VP as well and till now we have not shared this with VP or Manager as we want to try more from our side also the manager has joined the firm 4-5 months back only.
Do they have an exaggerated estimate of their own value or importance - YES i guess this is the main problem, as they are in to research team they all are dedicated to the client and their qualification may be the reason.
Regards,
Utkarsh .
From Saudi Arabia, Jubail
Dear Utkarsh,
From your second post it emerges that your major grouse is on the team's refusal to participate in the team outing. If only two members have attended it then it shows that they have done it out of their choice. There is nobody to instigate them but boycott in team outing was groupthink. Individuals can exercise their choice. But the peer pressure in this team is so strong that the team members pick up the undercurrents of superiority and refuse to flow with others.
The team has bloated sense of self-importance because they might have been pampered earlier by their bosses. In each industry , section of employees are always treated with excessive indulgence like chefs in general and corporate chef in particular in the hotel industry.
As of now their team spirit is working contrary to the organisation's interest. Therefore, you may try to infuse divisiveness amongst them. When they start fighting among themselves, focus of members' will shift from outward to inward.
The second solution is to give them stiff targets. When they fail to meet the targets, they will understand that they are as common as other teams.
I have given two solutions. Think something on your own!
I see the whole thing as failure of the leadership also. They evoke no fear of leadership while ploughing their lonely furrow. if leadership is unable to sense what you are sensing then it is quite unfortunate. Discuss with your leadership once. If he understands then well and good otherwise, forget it. Over a period of time move on to the next organisation!
Thanks,
Dinesh Divekar
From India, Bangalore
From your second post it emerges that your major grouse is on the team's refusal to participate in the team outing. If only two members have attended it then it shows that they have done it out of their choice. There is nobody to instigate them but boycott in team outing was groupthink. Individuals can exercise their choice. But the peer pressure in this team is so strong that the team members pick up the undercurrents of superiority and refuse to flow with others.
The team has bloated sense of self-importance because they might have been pampered earlier by their bosses. In each industry , section of employees are always treated with excessive indulgence like chefs in general and corporate chef in particular in the hotel industry.
As of now their team spirit is working contrary to the organisation's interest. Therefore, you may try to infuse divisiveness amongst them. When they start fighting among themselves, focus of members' will shift from outward to inward.
The second solution is to give them stiff targets. When they fail to meet the targets, they will understand that they are as common as other teams.
I have given two solutions. Think something on your own!
I see the whole thing as failure of the leadership also. They evoke no fear of leadership while ploughing their lonely furrow. if leadership is unable to sense what you are sensing then it is quite unfortunate. Discuss with your leadership once. If he understands then well and good otherwise, forget it. Over a period of time move on to the next organisation!
Thanks,
Dinesh Divekar
From India, Bangalore
Thanks Dinesh for the Solutions....
I agreed with your point that "The team has bloated sense of self-importance because they might have been pampered earlier by their bosses."
Today we had small discussion with the new manager about the team, even he sensed the same thing in the team. he had assured us that in the next team activity or celebration he will speak to the team to participate.
Also we are planning for arranging seminar (Related to team building/importance) for the team members.
Lets hope for the best...once again thanks for your time and input.
From Saudi Arabia, Jubail
I agreed with your point that "The team has bloated sense of self-importance because they might have been pampered earlier by their bosses."
Today we had small discussion with the new manager about the team, even he sensed the same thing in the team. he had assured us that in the next team activity or celebration he will speak to the team to participate.
Also we are planning for arranging seminar (Related to team building/importance) for the team members.
Lets hope for the best...once again thanks for your time and input.
From Saudi Arabia, Jubail
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
36Leading Effective Teams - Sample.doc
Chapter XIV - Groups & Teams.ppt