Team_Analysis

Analysis of Team 1 Running Head: Analysis of Team Analysis of Team B Jungian Personality Assessment results Zahra Finley University of Phoenix - MBA Program Analysis of Team 2 Abstract In this paper, I will discuss and analyze the personalities, listening skills, and the trust levels of the members of Team B. With both differences and similarities, Team B can resolve conflict quickly and commit to excellence and success of our team goals. Analysis of Team 3 “Teamwork is a make or break situation. Either you help make it or the lack of it will break you.” -Kris A. Hiatt The aim and purpose of a team is to perform, get results, and achieve success together. In our team, recognizing that we each have our independence but we also understand that our team and personal goals will be achieved with support from one another. In our week 2 assignment, we were instructed to take an individual assessment called the Jungian 16-Type Personality Assessment. As a team, we have shared our results from three parts of the assessment. The parts include the assessments related to our personalities, listening skills, and trust levels. In reviewing each team member’s results, I found some interesting details about our team. Personalities In this portion of the assessment, personality characteristics are categorized into four continuums: Introvert/Extrovert; Sensing/Intuitive; Thinking/Feeling; and Judging/Perceiving. The majority of Team B are introverts. I found it ironic that the one person who is an extrovert on the team is the person who came in and somewhat took the reigns and convinced everyone that she should be the leader of the group but without saying the words. In general, extroverts are extremely charismatic and persuasive. While introverts are very independent, we are extremely driven and determined to accomplish the task at hand. This difference in personality has worked to our advantage. We do not have a power struggle going on with two people wanting to be the leader. We are all working toward the success of the team. All the team members are intuitive. This has also worked to our advantage. Every team member seems to be open to new and creative ideas. Even though we are all not afraid to think outside of the box, we still have our sense of facts and limitations. In the Thinking/Feeling continuum of the assessment, all except one of our team members are thinkers. We tend to think about the logical reasoning behind our decisions. Feelers tend to bring people together. I wonder if you can guess who the feeler was in the group' Yes, it was the one person whom was established as the coordinator or leader of our group. Trust Level Analysis of Team 4 Trust and team are two things that can not help but be intertwined. In the trust level portion of the assessment, exactly half of our team had low scores and the other half had high scores. Three members scored a 1 or 2. And the other three members scored a 4 or 5. One half of our team has high faith in others and the other half has trouble trusting others and working on teams. Trust is the foundation of a team. In a team setting, trust can be contagious. We have established a team charter so that we have a clear process to promote trust. We as team members want to trust each other from the beginning. We want to trust that every member will make a commitment to the success of our team. By mutual motivation, we will strive to uphold each other’s trust. This motivation will stimulate each of us to strive for peak performance. Listening Skills Active listening is an essential part of team development and learning, as well as life in general. How well you listen has a tremendous impact on your professional and personal relationships. Given the fact that we listen all day and everyday, you would think that we would be good at it. Most of us are not. Numerous studies have been done and found that we only remember a mere 25-50% of what we hear. Just think. What if you are speaking to someone about an important issue for 10 minutes' They have truly only heard 2 ½ to 5 minutes of your conversation. That is disturbing. In our team, our average score was a 48.5 It was very interesting to see that the males in our group scored higher than the females. Society has led us to believe that women are better listeners than men. I guess that myth does not hold any truth in our group! In establishing our team charter, we made it very clear that every member is to be heard. To be an effective team member, each of us has to always work on ways to become better listeners. Conclusion In our team charter we made several instances to trust. By establishing our goals upfront, we have laid a foundation for trust. We expect all team members to uphold commitments, avoid procrastination, be open to other’s ideas, and always respect one another. We trust people who we can count on. Following our team charter and keeping our goals in perspective is what can build and keep our team trust. Listening is a skill that everyone can always improve upon. Becoming a better listener will enable us to improve our communication skills, as well as our ability to influence and negotiate. More important, we will be able to avoid misunderstandings and conflict, Analysis of Team 5 which are all necessary for success in life. References www.Teambuildinginc.com, 1997-2009 Personality and the team - Value the person. Ray Martin and Jennifer Hixson