| A collection of individuals for organizational values alone. |
Members think as an interdependent unit. |
| Members work largely independently, sometimes against one another; personal gain is sought at the expense of the group. |
Are responsible for team morale. Behaviour and attitudes promoting team welfare are valued. |
Hired hand mentality; no input in goal setting solicited. |
Commitment, buy-in and ownership of vision, jobs, goals, plans and performance improvement from participation in these. |
| Individuals have minimal input in what needs to be done and how it is done; largely told what to do and how to do it. |
Ideas are encouraged with application of unique talents and knowledge to team objectives. |
| Self-seeking leads to distrust; without benefit of the doubt, disagreements are more readily taken as attacks. |
Work in trust, permitting lively communication; accept and value different views and perspectives as enhancing problem solving, and for their own sake. |
| Judgment is the norm and stunts growth. |
Feedback is encouraged and invites growth. |
| Game playing; damage other's credibility, real understanding not possible. |
Are honest and open following leadership role model for this; information is shared |
| Stuck in on-going conflicts they can't and may not want to resolve; supervisor delays resolution till the damage has become serious. |
Conflict is regarded as an opportunity for new ideas and deeper understanding and bonding. |
| Little participation in decision-making; conformity versus results tends to be the norm and outcome. |
Make effective decisions as progressive delegation has increased team authority with increased competence and mastery. |
