Richard Hackman
Introduction
Richard Hackman advances that using a team in the execution of the complex project may not be the best. The explanation may be due to the belief that complex projects have numerous aspects and decision-making processes require significant skills and capabilities to ensure the objectives are achieved. This perspective isn’t aligned very well with the current age’s inclination towards teamwork. I differ with this perception as I view teams as very relevant social systems in any organization. This is more so when complex tasks are to be tackled effectively within the shortest time possible. The following report is a discourse on how best to exploit teams to accomplish complex projects. It will explore the reason for Hackman’s perspective and how best teams can be incorporated into complex projects.
The rationale for team adoption
Hackman was persuaded that teams aren’t a good choice in complex tasks, probably due to the conflicts that may arise with increased numbers of people working on the task. This may slow decision making and reduce precision in results as creativity levels are lowered. (Allen 2014). However, the role of a team is invaluable.
Being social systems, teams gather individuals with outstanding skills, capabilities and experiences. The pooling of expertise and specific strengths that ensures success in projects. (El-Sofany, Alwadani & alwadani, 2014). The team’s players contribute in the task execution in various ways that contribute to the greater good of the project.
Well-structured teams using selective skills and intentional talents distribution can lead to the formation of effective players that can manage projects easily and speedily. (Zofi, 2011). Professionalism is also heightened as individuals deal with their area of specialization but as a team.
Contrary to what Hackman predicts, teams sharpen individual creativity in a project. Each member has specific talents and abilities. Based on this approach, it is arguable that the highest level of creativity will be achieved by merging of the talents fetching best results. This further negates the argument of slowing the decision-making process. (Zofi, 2011). Emphasis is on enhanced innovation in tasks completion and achievement.
Enabling conditions for teams’ effectiveness
To empower group effectiveness, intentional measures must be undertaken to mitigate the challenges that may limit their performance (Allen, 2014). Enabling conditions must be introduced for teams’ success in complex tasks.
They are tactfully creating real teams made of identifiable members with clearly set boundaries to minimize conflicts. They will then work interdependently to achieve collective accountability. They must have selected expertise and talent based on the project objective.
Select a team leader to give direction for members and have a supervisory role towards the shared vision (El-Sofany, Alwadani&Alwadani,2014). Being in charge demands being pro-active and a team player. He directs rather than giving orders.
The team should have a clear code of conduct, which are norms of operation. Time will be spent more efficiently in the project rather in resolving petty conflicts.
The team must have a supportive organizational context whereby they will operate as part of the larger organization. Recognition, remuneration and rewarding of the team will increase motivation (Conill, 2013) which will promote commitment to achieve project objectives.
The team focused coaching can be used to enhance communication which may bring deviation in project focus if ignored. Information flow will be efficient and promote conflict resolution. Dissemination of information is crucial (Saonee, et al, 2011). Coaching fosters competency.
There should be active team participation during the project. The recognition of individual talents and contributions is recommended as they get motivated as their contribution matters in overall project execution (Conill, 2013). Team members hence identify with the project.
Recommendations.
Teamwork and team formation’s procedures are indispensable and must be revolutionized. The organization leader should chart the way to develop such teams. Successful teams must be deliberately enabled. Fashioning favourable conditions and actively handling causal factors in real-time is a crucial strategy that can be used to develop teams.
The main role of team leaders is to ensure that the team’s basic performance conditions are sound and to help team members take the greatest possible advantage of their favourable circumstances to achieve the set goals.
The outcomes of team projects should be shared as there is a high tendency to assign leader blame or credit for success or failure that are systems outcomes. This is common and pervasive.
Conclusion
New types of teams continue to burgeon in the organizations. It is then a favourable time to rethink how we theorize, analyze, and work with them. There is to comprehend the dynamics of those groups. There is a paradigm shift in how they will be conceptualized and guided to achieve their purposes. The challenge for organizations is to make sure that team leaders are carefully selected and competently trained. Leaders can make little constructive difference if they have little latitude to act like where all team performance processes are dictated by technology or pre-specified operating procedures.