Written Reflection: Team Development and Management Skills Report

This report is a written reflection by a student on their experience in team development and management. The student describes their role in leading a diverse team of eight members, highlighting the challenges of communication, cultural differences, and conflict resolution. The report details the strategies employed to foster team cohesion, including regular meetings, ice-breaking sessions, and addressing conflicts. The student discusses the importance of building trust, managing communication issues, and guiding the team towards achieving organizational goals. The reflection covers various aspects of team dynamics, including the impact of conflicts, the role of leadership, and the importance of addressing dysfunctional team behaviors. Ultimately, the student reflects on their personal growth and the lessons learned in managing a team and achieving the desired outcomes, even if the process was challenging. The student also highlights the importance of trust and loyalty in a team and how they managed to bring that trust back among employees and move their efforts towards positive direction. The report concludes by mentioning the five factors of a dysfunctional team and how the student resolved all these issues in the team to make it a good team.

Managing People-
Written Reflection

INTRODUCTION
This report is a written reflection of an individual. The person in this report have worked
in a team and is now sharing experience of team development and management skills through a
written reflection (Woodcock, 2017). This reflection is providing a members an opportunity to
express their feeling, thoughts and also sharing their experience while working.
Reflection
The team which I was a part of consisted of 8 members. All of us were from totally
different background and cultures. Everyone of us had a different mother-tongue. However,
English was only common language which we used to communicate within team. Although most
of members wanted to communicate in their own respective language but it was not an ideal
option. I used to conduct meeting for everyone in team. The aim of conducting these meetings
were, making them aware about goals and objectives of organisation, we also discussed about
various various plans and strategies in order to fulfil those objectives. Tasks were then
distributed among everyone in team. I paid special attention towards any query or difficulty
arising in work of any team member. I was pretty confident about the work of team and I knew
they will be able to accomplish all the tasks allotted to them within given time frame. I had to put
in extra efforts in order to look involved with every member in my team. We took out rime and
started to talk about things other than work. We talked about our family, friends and memories.
This session worked as an ice breaking sessions between all the employees. There is a necessity
to have informal relationships between team members so that they can openly discuss all the
issues and problems arising during work (Yi, 2016). Discussions were used to be held on a
number of topics including trust, communication, leadership, conflicts, workload, work timing
etc. While these sessions I came to know about a number of other options or programmes which
can be created in order to fulfil organisational goals and objectives. However interacting in their
native language was always a issue for members of team. they found it difficult to express their
feelings in English. This raised many issues an d conflicts in team. Later on conflict in their
understanding and solutions to various problems started arising. This was an organisational
problem which required steps to be taken urgently. No team members were ready to cooperate
with each other. This led to dissatisfaction among the employees in team. It was duty of
professor to create and develop teams but then I decided to take over work and manage my team

based upon my individual capabilities. Due absence of a connecting factor between individuals
there arises a number of issues, arguments and conflicts in team. It was my responsibility to
bridge this gap arising between members in my team. When there are no issues between
members they can work efficiently and completion of goals in an organisation becomes easy.
However my team completed their tasks and attained objective but it made me feel bad because I
could not get them to work together as a team (Valori and Johnston, 2016). I was uncomfortable
in handling issues other than work like personal issues between employees was not possible for
me to handle. I developed cases and role plays to solve this issue in my team. I had good
management skills which helped me to resolve this issue effectively. I interfered in work
performed by every team member this made them open to me. It is a good idea to resolve issues
between many conflicts as well as fights in an organisation. This helps to manage a team in
effective and efficient manner. When I involved myself in team building I found out that I was
very good at maintaining a good relationship among team members in a team. Team members
who are effective part of team building are very good at giving there best efforts to team. Teams
do not involve in positioning for executives in an organisation. It is a great challenge to become
leader of a team. I was a self driven leader. No one asked me to do so in my team. But I wanted
the work to be performed by our team to be effective and worth all efforts put in, which made me
to act as a leader. I proved to be a good leader and managed all the work and tasks given to me in
a very effective way. It was my duty to manage all issues arising while communication between
team members. It was important to thoroughly study efforts of business as well all members of
my team before making any decision or any conclusion. Conflicts lead to enhancing trouble in a
team and misleading team from their objectives. There were a total of two conflicts which I
managed in team, cognitive conflict and constructive conflicts. Team at beginning was self
directed, but when problems started arising and members were deviating from goals it became
necessary to guide them in right path. Trust and loyalty is less in self managed team. I managed
to bring that trust back among employees and move their efforts towards positive direction. This
provided effective services to team members as well as organisation. A total of five factors of a
team that is dysfunctional were discussed by us which included fear of conflict, inattention to
results, accountability, fear of trust and avoidance, fear of fight etc. I resolved all these issues in
tram in order to make a good team (Land, 2019). The screening of all this factors helped me
evaluate my team completely and then this helped me to resolve all my issues. In this way I

managed an effective team and made sure our team achieved all the goals and objectives in a
given time frame.

REFERNCES
Books and Journals:
Woodcock, M., 2017. Team development manual. Routledge.
Yi, Y.J., 2016. Effects of team‐building on communication and teamwork among nursing
students. International nursing review. 63(1). pp.33-40.
Valori, R.M. and Johnston, D.J., 2016. Leadership and team building in gastrointestinal
endoscopy. Best Practice & Research Clinical Gastroenterology. 30(3). pp.497-509.
Land, S.K., 2019. The Importance of Deliberate Team Building: A Project-Focused
Competence-Based Approach. IEEE Engineering Management Review. 47(2). pp.18-
22.