‭ owever,‬ ‭simply‬ ‭assigning‬ ‭roles‬ ‭and‬ ‭responsibilities‬ ‭isn't‬ ‭enough.

‬ ‭Effective‬
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‭communication‬‭is‬‭key.‬‭Often,‬‭team‬‭leaders‬‭assume‬‭they've‬‭communicated‬‭roles‬‭clearly,‬
‭but‬ ‭team‬ ‭members‬ ‭may‬ ‭still‬ ‭feel‬ ‭uncertain‬ ‭or‬ ‭confused.‬ ‭This‬ ‭is‬ ‭where‬ ‭feedback‬
‭becomes‬ ‭essential.‬ ‭Just‬ ‭like‬ ‭in‬ ‭a‬ ‭classroom‬ ‭where‬ ‭students‬ ‭are‬ ‭encouraged‬ ‭to‬ ‭ask‬
‭questions,‬‭team‬‭members‬‭should‬‭feel‬‭comfortable‬‭seeking‬‭clarification‬‭about‬‭their‬‭roles‬
‭and responsibilities.‬

‭ nfortunately,‬ ‭some‬ ‭team‬ ‭members‬‭may‬‭hesitate‬‭to‬‭ask‬‭questions‬‭or‬‭seek‬‭clarification‬

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‭due‬ ‭to‬ ‭fear‬ ‭of‬ ‭being‬ ‭judged‬ ‭or‬ ‭labeled‬ ‭as‬ ‭incompetent.‬ ‭This‬ ‭reluctance‬ ‭stems‬ ‭from‬
‭societal‬ ‭norms‬ ‭where‬ ‭asking‬‭questions‬‭is‬‭sometimes‬‭perceived‬‭as‬‭a‬‭sign‬‭of‬‭weakness‬
‭or‬ ‭lack‬ ‭of‬ ‭intelligence.‬ ‭In‬ ‭school,‬ ‭students‬ ‭are‬ ‭sometimes‬ ‭discouraged‬ ‭from‬ ‭asking‬
‭"stupid questions," which can carry over into the workplace.‬

‭ s‬ ‭a‬ ‭result,‬ ‭team‬ ‭members‬ ‭may‬ ‭try‬ ‭to‬ ‭interpret‬ ‭their‬ ‭roles‬ ‭based‬ ‭on‬ ‭incomplete‬ ‭or‬
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‭misunderstood‬ ‭information,‬ ‭leading‬‭to‬‭inefficiency‬‭and‬‭potential‬‭errors.‬‭For‬‭example,‬‭in‬
‭a‬ ‭software‬ ‭development‬ ‭team,‬ ‭if‬ ‭a‬ ‭programmer‬‭misunderstands‬‭their‬‭role‬‭and‬‭focuses‬
‭on tasks outside their expertise, it can impact project timelines and quality.‬

‭Working Out Procedures‬

‭Dealing with how we do it comes next.‬

‭ ealing‬‭with‬‭procedures,‬‭or‬‭processes,‬‭within‬‭a‬‭team‬‭is‬‭crucial‬‭for‬‭ensuring‬‭that‬‭work‬‭is‬
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‭done‬ ‭efficiently‬ ‭and‬ ‭effectively.‬ ‭Essentially,‬ ‭procedures‬ ‭are‬ ‭like‬ ‭the‬ ‭steps‬ ‭or‬ ‭methods‬
‭that‬ ‭team‬ ‭members‬ ‭follow‬ ‭to‬ ‭accomplish‬ ‭tasks‬ ‭or‬ ‭achieve‬ ‭goals.‬ ‭Just‬ ‭like‬ ‭following‬ ‭a‬
‭recipe‬‭to‬‭bake‬‭a‬‭cake,‬‭procedures‬‭provide‬‭a‬‭structured‬‭way‬‭to‬‭get‬‭things‬‭done,‬‭making‬
‭sure that everyone is on the same page and working towards the same objectives.‬

‭ hink‬ ‭of‬ ‭a‬ ‭basketball‬ ‭team‬ ‭running‬ ‭set‬ ‭plays‬ ‭during‬ ‭a‬ ‭game.‬ ‭Each‬ ‭player‬‭knows‬‭their‬
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‭role‬ ‭and‬ ‭the‬ ‭steps‬ ‭involved‬ ‭in‬ ‭executing‬ ‭the‬ ‭play.‬ ‭This‬ ‭structured‬ ‭approach‬ ‭increases‬
‭the‬ ‭team's‬ ‭chances‬ ‭of‬ ‭scoring‬ ‭points‬ ‭and‬ ‭winning‬ ‭the‬ ‭game.‬ ‭Similarly,‬ ‭in‬ ‭a‬‭workplace‬
‭setting,‬ ‭teams‬ ‭rely‬ ‭on‬ ‭procedures‬ ‭to‬ ‭streamline‬ ‭workflows,‬ ‭minimize‬ ‭errors,‬ ‭and‬
‭maximize productivity.‬

‭ ne‬ ‭important‬ ‭concept‬ ‭related‬ ‭to‬ ‭dealing‬ ‭with‬ ‭procedures‬ ‭is‬ ‭process‬ ‭improvement,‬
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‭often‬ ‭referred‬ ‭to‬ ‭as‬ ‭re-engineering.‬ ‭This‬ ‭involves‬ ‭analyzing‬ ‭and‬ ‭enhancing‬ ‭work‬
‭processes‬ ‭to‬ ‭make‬ ‭the‬ ‭organization‬ ‭more‬ ‭competitive.‬ ‭Just‬ ‭like‬ ‭upgrading‬‭software‬‭to‬
‭improve‬ ‭performance,‬ ‭teams‬ ‭need‬ ‭to‬ ‭continuously‬ ‭evaluate‬ ‭their‬ ‭procedures‬ ‭to‬ ‭stay‬
‭efficient and adapt to changing demands.‬
‭ owever,‬ ‭many‬ ‭teams‬ ‭struggle‬ ‭with‬ ‭this‬ ‭aspect‬ ‭because‬ ‭they‬ ‭become‬ ‭so‬ ‭focused‬ ‭on‬
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‭completing‬‭tasks‬‭that‬‭they‬‭forget‬‭to‬‭examine‬‭how‬‭they're‬‭doing‬‭the‬‭work.‬‭It's‬‭like‬‭driving‬
‭a‬ ‭car‬ ‭without‬ ‭ever‬ ‭checking‬ ‭the‬ ‭engine‬ ‭or‬ ‭changing‬ ‭the‬ ‭oil‬ ‭–‬ ‭eventually,‬ ‭it's‬ ‭bound‬ ‭to‬
‭break‬ ‭down.‬ ‭Therefore,‬‭it's‬‭essential‬‭for‬‭teams‬‭to‬‭periodically‬‭pause‬‭and‬‭evaluate‬‭their‬
‭processes to identify areas for improvement.‬

‭ or‬ ‭example,‬ ‭imagine‬ ‭a‬ ‭customer‬ ‭service‬ ‭team‬ ‭handling‬ ‭inquiries‬ ‭and‬ ‭complaints.‬
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‭Without‬ ‭regular‬ ‭process‬ ‭evaluation,‬ ‭they‬ ‭may‬ ‭continue‬ ‭using‬ ‭outdated‬ ‭methods‬ ‭that‬
‭result‬ ‭in‬ ‭long‬ ‭wait‬ ‭times‬ ‭and‬ ‭dissatisfied‬ ‭customers.‬ ‭By‬ ‭taking‬ ‭the‬ ‭time‬ ‭to‬ ‭review‬ ‭and‬
‭update‬ ‭their‬ ‭procedures,‬ ‭they‬ ‭can‬ ‭implement‬ ‭better‬ ‭approaches,‬ ‭such‬ ‭as‬ ‭using‬
‭automated‬ ‭response‬ ‭systems‬ ‭or‬ ‭improving‬ ‭staff‬ ‭training,‬ ‭to‬ ‭enhance‬ ‭customer‬
‭satisfaction and efficiency.‬

*‭ Re-engineering is the analysis and improvement of work processes to make the‬

‭organization more competitive.‬

‭Relationships in Teams‬
‭ ome‬‭people‬‭think‬‭that‬‭conflict‬‭in‬‭an‬‭organization‬‭is‬‭to‬‭be‬‭avoided‬‭at‬‭all‬‭costs.‬‭However,‬
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‭the‬ ‭fear‬ ‭and‬ ‭avoidance‬ ‭of‬ ‭conflict‬ ‭can‬ ‭sometimes‬ ‭result‬ ‭in‬ ‭problems‬ ‭that‬ ‭are‬ ‭more‬
‭serious than the existence of conflict itself.‬

‭ here‬ ‭are‬ ‭two‬ ‭basic‬ ‭conflict‬ ‭strategies‬ ‭that‬ ‭a‬ ‭manager‬ ‭must‬ ‭apply‬ ‭in‬ ‭an‬ ‭organization.‬
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‭The‬ ‭first‬ ‭is‬ ‭to‬ ‭manage‬ ‭conflict‬ ‭so‬ ‭that‬ ‭differing‬ ‭ideas,‬ ‭opinions,‬ ‭and‬ ‭approaches‬ ‭are‬
‭brought‬ ‭out‬ ‭for‬ ‭discussion‬ ‭and‬ ‭handling.‬ ‭The‬ ‭second‬ ‭is‬ ‭to‬ ‭resolve‬ ‭conflict‬ ‭when‬ ‭it‬
‭becomes interpersonal.‬

‭ e‬‭must‬‭have‬‭conflict‬‭of‬‭ideas‬‭if‬‭we‬‭are‬‭to‬‭have‬‭the‬‭creative‬‭capacity‬‭in‬‭organizations.‬
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‭We‬ ‭must‬ ‭also‬ ‭know‬ ‭when‬ ‭people‬ ‭disagree‬ ‭with‬ ‭us,‬ ‭or‬ ‭we‬ ‭will‬ ‭never‬ ‭reach‬ ‭a‬ ‭point‬ ‭at‬
‭which‬ ‭we‬ ‭can‬ ‭get‬ ‭their‬ ‭full‬ ‭commitment‬ ‭to‬ ‭and‬ ‭support‬ ‭for‬ ‭vital‬ ‭programs.‬ ‭However,‬
‭conflict‬ ‭of‬ ‭ideas‬ ‭may‬ ‭lead‬ ‭to‬ ‭interpersonal‬ ‭conflict,‬ ‭and‬ ‭when‬‭this‬‭happens,‬‭it‬‭must‬‭be‬
‭resolved,‬ ‭or‬ ‭damage‬ ‭to‬ ‭the‬ ‭effective‬ ‭functioning‬ ‭of‬ ‭the‬ ‭organization‬ ‭will‬ ‭result.‬ ‭Such‬
‭conflict‬‭must‬‭be‬‭confronted,‬‭and‬‭herein‬‭lies‬‭one‬‭of‬‭the‬‭more‬‭common‬‭causes‬‭of‬‭difficulty‬
‭in many groups.‬

I‭magine‬ ‭a‬ ‭group‬ ‭of‬ ‭coworkers‬ ‭who‬ ‭can't‬ ‭agree‬ ‭on‬ ‭how‬ ‭to‬ ‭complete‬ ‭a‬ ‭project.‬ ‭Some‬
‭might‬ ‭think‬ ‭one‬ ‭way‬ ‭is‬ ‭best,‬ ‭while‬ ‭others‬ ‭prefer‬ ‭a‬ ‭different‬ ‭approach.‬ ‭If‬ ‭these‬
‭disagreements‬ ‭aren't‬ ‭addressed,‬ ‭they‬ ‭can‬‭cause‬‭tension‬‭and‬‭affect‬‭how‬‭well‬‭the‬‭team‬
‭works together. This is why it's important to deal with conflicts when they arise.‬