From the sports field, through the class
room to the work place - almost every one of us has or will have worked in a team
environment at some point in our lives. Personally I have worked, played and
learnt in a wide variety of team environments, in a wide variety of roles -
bass player in a band, unskilled labourer at a work site, supervisor of a crew
of trail builders and so on. For the most part I find working in a team
beneficial and enjoyable, but at other times, when the structure is incohesive
it can become downright frustrating. One of the things I have learnt is that for a team to be productive, often it is important to have some kind of structure, so that everybody knows what is expected from them in their particular role.
After finishing high school I worked for a temping agency in Dunedin for a while, being placed in various manual labour positions throughout the city. Working as an unskilled labourer on a construction site, I was at the bottom of the ladder. As the least experienced, least qualified and most easily replaceable employee on the site, I knew that my role was to do what I was told and not complain. I accepted this, and although the work was tedious, I got on with it. This did not mean I couldn't use my initiative, and I continued to look for ways to improve the efficiency and safety of the work site, but my input was limited by my position in the team. This was frustrating at times, to hold such a low position, but necessary for the structure of this particular team. It was dirty work, but someone had to do it.
On the other hand I have also worked in supervisory roles. Although these positions are much more fulfilling and mentally stimulating, sometimes I missed the days of having no responsibility. For example one position I held was as crew leader of a group of eight mountain bike trail builders. We were working together for three months in the remote desert of north Mexico, a harsh and strange landscape, so naturally we became friends. The work was arduous and motivation levels would ebb and flow. The challenge for me in this particular team environment was to know when to crack the whip so to speak, even when I didn't want to. Although it was difficult, if I had slacked off in this regard, our productivity as a team would have dropped.
In 2004 I undertook a polytechnic course in Outdoor Recreation. We were a group of students ranging in age from 18 - 25 or so. As well as teaching outdoor skills like kayaking and bushcraft the course aimed to provide students with leadership skills. With a lot of strong personalities and no official hierarchy within the group of students, there was often conflicting opinions. This led to arguing and indecision. Through this experience I learnt that sometimes it is hard for us to step back and let others take a leadership role, but it can benefit the team as a whole. This doesn't mean that we can't have input into the team, only that the team usually works better if there is some kind of structure which includes a leader or facilitator.
One useful way of ensuring that a team works is to designate roles within the team. Sometimes this is part of the team structure, for example in a rugby team. Each team member has a clear cut position, each with their own roles and responsibilities. This approach can sometimes be hard to implement, but a structured team will almost always work better than an unstructured one.