1.1.3 The difference between a work group and a real team

The difference between a work group and a real team

Thedistinctions between a team and a work group are very important because theoperating level of a group effects:

(1)   The ability of groups of peopleto contribute to their organization,

(2)   The levels of personal growthand satisfaction of group members:

(3)   The return on resources (time,talent, money, etc.) expended by the group:

(4)   The requirement for operating,growing and maintaining the group.

TheDifference between a Work Group and a Real Team

Fundamental factors that distinguishbetween work groups and real teams are the presence or absence of:

(1) an incremental performance need oropportunity,

(2) true interdependence and,

(3) real shared accountability.

The best single criterion to use fordetermining whether a team or a work group is the best choice for a givensitdatidn is this: Does an incremental performance need or opportunity exist?Put another way, is there a need/opportunity to make a significant differencein organizational performance? It is important to select the right kind ofgroup, either work group or team, for each situation. One is not inherentlybetter than the other. If a significant perfonnance need or opportunity exists,then a team is potentially a better choice. If it does not, then a work groupis preferable. Teams have greater performance potential, but require moredevelopment and maintenance than work groups. It comes down to an issue ofreturn on investment. Remember also that return is measured not only indollars, but in quality of work life and other intangibles which willultimately, though not always immediately, effect the bottom line.

Examples of situations where real teams areneeded are sports teams or emergency room trauma teams. For both of these,there is a key performance need or opportunity, true interdependency and sharedaccountability. If they are not functioning as real teams, the result isdisaster.

Examples of situations where you often findwork groups are a functional department in an organization, or clerks in adepartment store, or waiters in a restaurant. In each one of these groups therecan be similar individual objectives, but a lack of any small group commonobjective. There is some form of coordination or collaboration, but not usuallyshared accountability or interdependency. In each of these work group examples,if a significant performance need or opportunity existed, then it would beworthwhile to explore the choice to become a real team with a common groupobjective, shared accountability, true interdependency and other real teamattributes.

The decision whether to become a real teamor a work group should be made based on the advantages obtained versus the  investment  required.