Groups that work in a dysfunctional phase will not find success or will be merely able to get by. The observable symptoms might include inconsistent understanding of the team’s objectives, lack of adequate planning, unstated or understated expectations, ineffective or inconsistent communications methods, and loss of employee motivation, morale, or even increased turnover. The phase will inspire some individuals to create informal communication channels, aka “The Rumor Mill� which will be useful for about 60-seconds and will quickly digress into something akin to a reality television show. While the group may clamber through the project and complete some beneficial work, it is likely that the results will be from a sub-group or individual who at the last minute pull the project out of its nose-dive. It is in this phase that I typically define the person in charge of the group as a supervisor or lead simply because anything more managerial would overstate their apparent abilities.

If the group has recurring success, then they probably have some practices in place that could be considered collaborative. Teams that have achieved this success have generally adopted the basic idea of project work must be defined and controlled. As with anything in business, there is a diminishing return on the use of this idea. Too much emphasis on definition and control will create bureaucracy. This phase is commonly defined through the use of a predetermined set of tools for communication and project tracking along with a clearly defined set of inputs, processes, and deliverables or expected results. In Human Resource circles, one might define this as a classical management model since the processes are definable and can be studied for improvements toward a “perfect� level of efficiency and effectiveness. However, the significant drawbacks found in this communicative phase are the dehumanization of the project work and the loss of opportunity for individuals to be creative or to excel. Teams that are working in this phase typically have individuals leading the group who are best titled mangers since they are focusing on the overall group’s progression toward the successful completion of the defined goal. These managers are competent team members who are comfortable with their team and who desire to be the team’s best member, either through their contributions or through management acumen.

The most effective phase for teamwork is found when the person in charge works to develop the communications channels to handle not only the collaborative data but to also inspire each team member to share the overall strategic goal. In this communicative environment, terms that are frequently misused by managers are used by leaders to arouse their subordinates’ desire to provide only their best work. Terms such as buy-in, ownership, empowerment, and open communications define a reality and sense of trust and fairness, which allows the team’s individuals to focus on the needs of the team rather than protecting their own posteriors. These working groups are emulated by the managers who are seeking control in a dysfunctional or collaborative environment because teams who achieve this environmental phase have standing records of accomplishment and innovation along with nearly unshakable success. The primary focus of the team is to communicate constantly and to involve everyone. The team’s individuals offer ideas, assistance, and opinions without being asked or assigned because they believe their contributions are valued, useful, and that they are important to the group’s overall success. Leaders of these groups have well-developed self-images and understand their weaknesses and will seek team members that excel in their areas of weakness.

As one experiences different operating practices first hand they can appreciate the dynamics of the communicative environment as a team moves from dysfunctional through collaborative and hopefully into anticipatory. By understanding how to see the proverbial elephant in your team’s living room, one can assess the steps necessary to improve their situation and/or that of the team as well. Success is a human concept that can only be found where individuals understand what is expected and are given a reasonable chance to achieve its joys. The key to not only repeating but also exceeding one’s current success will be found in the team’s ability to understand and trust, which will be directly attributable to the quality of their communicative environment.