Team collaborating Essay

This essay has a total of 867 words and 4 pages.

team collaborating


Manger-led teams present a unique influence on the phenomenon of anchoring in both
positive and negative ways. Although typically a detrimental situation to effective
teamwork, anchoring, as apparent in the eBay situation, carries certain benefits as well.

The composition of the eBay team demonstrated the way in which a leader can influence the
team toward quick effective decision making while creating a positive team environment.

Most decisions made by the team were initiated as Tim introduced the concern to the group
along with an opinion, anchoring the team. He then would ask an individual team member for
an opinion or suggestion. Consistent in every situation observed, the team members
suggestion was in direct harmony with Tim's and was accepted immediately. One decision the
team made was how long a specific team objective was going to take. Instead of directly
asking the team the question, he manipulated it by phrasing it in a strategic way. He
asked, "How long do you think this is going to take, two weeks?" By suggesting a specific
time period, Tim is able to anchor the entire team and still allow for individual
contribution thus creating crucial team ownership and accountability for collective
decisions. He is able to create the appearance of a team decision while still maintaining
a certain level of control over the group decision.

The anchoring phenomenon in manager-led groups does not exist, however, without negative
consequences. While the leader is able to essentially control decisions of the group by
anchoring opinions around his/her own, he/she diminishes the fundamental benefit of
teamwork itself.

The suggestion of two weeks in the previous eBay example may have influenced the team
members to withhold their actual ideas and opinions for two possible reasons. One, Tim is
the manager of each team member responsible for their career advancement, bonuses and
salary. Members of the team are reluctant to offer opinions contrary to the leaders when
there is not an open and comfortable environment for disagreement.

Secondly, there is an increased opportunity for social loafing centered around decision
making. As long as the manger of the team is willing to make initial opinions upon which
the majority of decisions are made, individual team members will be less and less likely
to invest time and effort into developing unique ideas that may be in contradiction.

Comparable to normative influence of group dynamics, a certain fear of exclusion from the
group may occur as individual members express contrasting opinions to the team and more
specifically the team leader. Although difficult to identify specific situation in which
this occurred in the eBay group, it was apparent that disagreeing with the team leader
carries with it the possibility of exclusion. As discussed in class it is imperative that
team leaders create a group environment in which they create psychological safety and
encourage full discussion of minority opinion.
Continues for 2 more pages >>




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