Final-year students enrolled in the Interactive Multimedia course at Edith Cowan University are required to develop skills and expertise in managing the design and development of client websites. The unit IMM 3228/4228 – “Project Management Methodologies”, uses teams of four or five students to utilise their specialist skills to meet a “real need” for an industry client. Team roles include programmers, graphic designers and project managers. There were 82 students (20 teams) completing this unit. The aim was to have students experience project management issues that occur when dealing with “real” clients in “real” projects and was heavily focused on teamwork and problemsolving. The environment was based on the learning principles of authenticity, self-regulation and reflection (Luca & Oliver, 2001). Features included student contracts, journals (for self/peer assessment & reflection), a “Conference Centre” for problem-solving, bulletin boards, time management tools, syllabus and assessment materials, lecture notes, legal/QA templates, relevant URLs, websites and assignments developed by previous students and a student details database. Within this setting, two teams were selected for investigation. One team was highly successful in developing a quality product and collaborated in a highly successful manner. Another team experienced severe team problems, which caused it to become dysfunctional and had to be split. Data was collected on both of these teams from focus group sessions, interviews and questionnaires that were recorded and transcribed for analysis. Successful Team This team of students was highly successful in developing a quality product, as well as being highly collaborative. Their journal entries continually reflected positive comments about other team members, and at no stage during the semester was there a request or requirement to transfer marks from one team member to another. Team meetings were always friendly, and at no stage were team issues discussed as being problematic. The team always focused on the project and how the process of development could be improved by exploring the expectations of the tutor, client and end users. An analysis of the data collected from this team indicated that they showed the attributes needed for successful teamwork. Unsuccessful Team Another team of students experienced severe team problems, which caused it to become dysfunctional and had to be split. At the first peer assessment session, marks were transferred between team members, as it was perceived that some team members weren’t contributing. Even though the agreement was made at this meeting that marks should be transferred, and suggestions were made about how to improve the situation, resentment amongst team members escalated. This was evident from the comments being made through the confidential online journal entries each week. The tutor had several meetings with the project manager and individuals to help try to resolve issues but to no avail. At one of the team meetings a serious disagreement occurred, in which one of the team members verbally berated another, from which point there was no reconciliation. After this 4 altercation, team members felt they could no longer work together, so even though they would experience a heavier workload, they unanimously agreed to split and form two separate teams. An analysis of the responses given by the successful team indicated that this team had a strong awareness of the attributes needed for successful teamwork. SOURCE: http://www.unice.fr/crookall-cours/teams/docs/team%20Successful%20teamwork.pdf QUESTIONS 1: 25 MARKS 1.1 Critically examine the provided case study and identify the underlying factors that resulted in an unsuccessful team experience at Edith Cowan University. (7) 1.2 Highlight some of the key motives for organisations to use teams as means for structuring work to accomplish a large and complex task. Further indicates some of the critical factors that result in effective teamwork.
The case study at Edith Cowan University, involving the Interactive Multimedia course’s project management unit (IMM 3228/4228), provides valuable insights into the dynamics of student teams working on real-world projects for industry clients. While one team achieved success through effective collaboration, another team faced significant issues, ultimately leading to its dysfunction and division. Let’s critically examine the factors underlying the unsuccessful team experience:
Poor Team Dynamics: The most apparent factor contributing to the team’s failure was poor team dynamics. From the outset, there were signs of conflict and resentment among team members. This negativity within the group hindered effective collaboration and problem-solving.
Lack of Contribution: At the first peer assessment session, team members perceived some of their colleagues as not contributing adequately. This issue points to a lack of commitment and engagement from certain team members. When team members believe their efforts aren’t being equitably matched, it can erode trust and cooperation.
Resentment and Communication Breakdown: The initial attempt to address the contribution issue by transferring marks escalated resentment among team members. This resentment was evident in the confidential online journal entries. When individuals harbor negative feelings and do not communicate openly, it can lead to an irreparable breakdown in team communication.
Ineffective Conflict Resolution: Despite the tutor’s intervention and meetings with the project manager and individuals, the issues remained unresolved. This case illustrates that the conflict resolution mechanisms in place were not effective in mitigating the escalating tensions within the team.
Verbal Altercation: The situation took a dramatic turn when a serious disagreement led to one team member berating another. Such incidents are detrimental to team cohesion and can create an irreparable divide.
Unanimous Team Split: The team members eventually decided to split, despite knowing it would result in a heavier workload. This unanimous decision to part ways indicates the extent of the dysfunction and the inability to work together.
In summary, the unsuccessful team experience at Edith Cowan University resulted from a combination of poor team dynamics, perceived unequal contributions, unresolved conflicts, a breakdown in communication, and an inability to effectively manage and reconcile differences. These factors ultimately led to the team’s disintegration.
Organizations utilize teams as a means of structuring work for several compelling reasons:
Task Complexity: Large and complex tasks often require a division of labor and collaboration among individuals with diverse skills and expertise. Teams allow organizations to harness the collective capabilities of their members to tackle intricate projects.
Innovation: Teams can foster creativity and innovation. By bringing together people from different backgrounds and experiences, organizations can generate a variety of ideas and solutions, leading to breakthrough innovations.
Speed and Efficiency: Teams can expedite decision-making and task execution. When well-structured and coordinated, teams can accomplish tasks more quickly than individual efforts.
Employee Development: Working in teams offers individuals the opportunity to develop essential interpersonal and problem-solving skills. It can enhance employees’ ability to collaborate, communicate, and adapt to changing circumstances.
To ensure effective teamwork, organizations must consider critical factors:
Clear Goals and Roles: Team members should have a shared understanding of the team’s goals and their individual roles within the team. This clarity ensures alignment and accountability.
Effective Communication: Open and transparent communication is vital for successful teamwork. Teams should establish channels for sharing information, feedback, and concerns.
Trust and Mutual Respect: Building trust among team members is essential. Trust fosters a positive team environment, where individuals can rely on each other and openly express their opinions.
Conflict Resolution: Effective teams are proficient at resolving conflicts constructively. This involves addressing issues promptly and finding mutually acceptable solutions.
Leadership and Coordination: Teams benefit from strong leadership that guides the group, maintains focus, and facilitates decision-making. Coordination is crucial to ensure everyone is working towards the same objectives.
In conclusion, organizations adopt teams to tackle complex tasks and promote innovation. Effective teamwork hinges on factors like clear goals, communication, trust, conflict resolution, and leadership. Addressing these factors can lead to successful collaboration and project outcomes, as seen in the case of the highly successful team at Edith Cowan University.
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