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Risk - Essay Example

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The implication of this is, the members are familiar with the levels of emotional stabilities and status of the collective group…
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Primal Leadership According to Goleman & Boyatzis , a self-aware team is that which is mindful of the common moods and emotions of the individual group members. The implication of this is, the members are familiar with the levels of emotional stabilities and status of the collective group members. Any single member’s complaints against procedures adopted in conducting the group’s affairs is taken seriously and consideration and acted on to minimize dissonance. Consideration of member’s views increases assonance in the group. A self-aware team, therefore, acknowledges any negative feelings of members, in order to prevent the feelings of an individual from contagiously affecting other members. The action taken dispels negativity, creating enhanced cohesion and saving the group.
Goleman & Boyatzis (2013) contribute that a self-managed team is a team that learns and manages itself through collective responsibility in managing the group. Every member of the group raises questions about the methods and procedures adopted to steer the group to a common preconceived direction. Members share the vision and take charge of all activities including reprimanding other members to stick to the group norms in case of deviation. In self-managed groups, new ideas are protected by members and negative criticisms avoided encouraging the innovativeness, continuous creativity and happiness among all members. In such a team, there is enhanced creativity and continual reinforcement of resonance.
Empathetic team is one, which all the group associates are cognizant of the other team affiliate’s emotions. Members of the team put themselves in the shoes of their fellow team mates and thinking beyond own concerns. Selfishness is not experienced at all in such teams because members think in favor of one another and concentrate on building relationships through socializing with teammates. Members work hand in hand and involve extensive consultation in all undertakings with no limits irrespective of social or educational levels held.
When to take Risks
According to Perkins (2000), it is appropriate to take risks after analysis of the specifics of the prospective risk. Analysis of the risk helps in the creation of awareness and putting a fallback strategy in place in case the risk actualizes. When the risk involved is a long-term possibility with the effects not likely to cause huge losses, it is worth taking the risk. After reviewing the worst-case scenario collectively and assessment is made to conclude that the risk makes sense. Contrarily if it does not make sound sense, the risk is avoided. When the risk is not very costly it is appropriate to go ahead and decide to undertake the risk.
Why Teams fail
In the absence of clearly defined roles of the leadership and each group member, and defining the expectation against each member in correspondence to specific roles, a team is deemed to fail. Clear definition ensures each member carries out roles commensurate with their expertise.
In teams where people have diverse competencies, it is essential that people respect each other and concentrate on cohesion of the group for success of the group. Mistrust and contempt among members alongside lack of consultative communication drives teams off course into failures.
Teams lacking in vision are most likely to fail because the goals of the team are unknown and undefined. Lack of vision makes members lose vision and vigor of working as a unit because every member would pull in a different direction of personal visions.
Improper time management, undue interruptions and lack of creation of time by team members to work on group projects lead to failure.
Changing the course of a project, which is based on market analysis, brings undesired results causing the team to disintegrate.
How encouraging creativity contributes to team efforts
Perkins (2000) suggests that creativity helps the team to innovate new ideas never tried before. Members get more enthused to explore and come up with increased creative methods of accomplishing tasks. Productivity and morale of members are also boosted by creativity. The tasks of the team become more enjoyable to undertake with infusion of creativity.
References
Goleman, D., & Boyatzis, R. (2013). Primal leadership: Realizing the power of emotional intelligence. Boston, Mass.: Harvard Business School Press.
Perkins, D. (2000). Leading at the edge leadership lessons from the extraordinary saga of Shackletons Antarctic expedition. New York: Amacom. Read More
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