So, You Think It's a Team?
My group experience involved collaborating on projects, participating in design reviews during group ceremonies, and approval processes with engineers and product managers. Weekly 1:1 meetings with managers were a regular occurrence, during which I aimed to align personal goals with hers. I collaborated with the content designer, and we were managed by different people. I also worked closely with Product and Engineering, and our management structures differed. Sometimes this led to confusion and challenges, as information from our respective managers weren’t the same. This often extended project timelines and introducing complexities into our progress. I participated in volleyball and basketball leagues, attending and contributing whenever possible. These experiences were characterized by open discussions about strategies and strengths, all driven by a single, unquestioned objective: victory. I was keenly aware of both my teammates and opponents, confident in the support of my fellow team members and their unwavering commitment to our shared goal.
In my experience, true teams are united by a crystal-clear objective that binds them. Within such teams, accountability to fellow members is paramount. In contrast, in groups, my accountability was primarily directed toward my manager and the company. Teams fostered a strong sense of mutual support among members, while in groups, support typically came from managers, co-workers, or HR. While groups may share smaller goals, there isn't the same sense of mutual accountability as within a team. This realization aligns with the concept that "all teams are groups, but not all groups are teams" (Hatog, 2019, p.366)
In preparation for a group coaching session, I'm considering experimenting with a shared space for exploration. Inviting group members to vote on topics, providing focus to the group. I also recognize the importance of establishing psychological safety by conducting individual 1:1 meetings with group members prior to the session. “For group members to choose to share their perspective, challenges, and aspirations the sense of connection is essential.”(Britton, 2019, p.29). For a team coaching session, I'd encourage all team members to openly express relevant concerns in a collective setting. The transparency is crucial as team members are accountable to each other, and open dialogue is an expectation within a team dynamic. However, I'd also communicate with the sponsor and team leader before addressing the entire team.
Integrating into FACE (FACE, 2022), I'm focusing on maintaining neutrality. I'll share my commitment to neutrality to clients and remind myself to adapt to the diverse personalities within each session's explore phase. The ability to interrupt discussions is also essential, involving the establishment of mutual agreements on interruptions and knowing when to interject during the exploration phase.
From an EDI perspective, I wonder how people from various backgrounds experience team dynamics differently. Are there gender-based distinctions in how men and women perceive group and team experiences? How do children and adults encounter and interpret participation in groups and teams in distinct ways?
Are there situations at work where being in a group and team is more appropriate?
Britton, J. (2019). Chapter 2. Coaching many: Team and group coaching. In Clutterbuck, D., Gannon, J., Hayes, S., Iordanou, I., Lowe, K., MacKie, D. (Eds.). The Practitioner’s Handbook of Team Coaching. New York: Rutledge, pp 24-35.
Hartog, M. (2019). Chapter 26: Becoming a team coach. In D. Clutterbuck, J. Gannon, S. Hayes, I. Iordanou, K. Lowe, & D. MacKie (Eds.). The Practitioner's Handbook of Team Coaching. New York: Routledge, pp. 365-367.