Module 3: Diagnosing Team Dynamics

Getting placed in a new team is not always the most comfortable situation. Individuals have
different communication styles, various tendencies to speak up, and cultural differences amongst many
others. As we learned in the TPR model and in Druskats and Wolffs report, Building the Emotional
Intelligence of Groups, being able to understand and regulate, not only your own emotions, but fellow
team members, and organizational colleagues emotions is key to developing a productive team. Being in
a homogeneous group would be considered by many a more enjoyable team experience, but what I
learned is that in the long run having a diverse team can be even more beneficial when each team member
is able to rationalize, empathize, and respond accordingly during team interactions. Throughout this
module different methods to develop emotional intelligence during the various stages of being in a team
were discussed such as de-personalizing conflicts, creating communication norms, and acknowledge work
style differences. However, after participating in the Effective Meeting Simulation, I think that
observing and giving feedback is one of the more powerful tactics in creating a conducive team.
Observing myself on camera is one of the more intimidating tasks I have experienced. Until you
watch yourself interact with others in third person perspective, you cant fully articulate your own
communication style and how it impacts others in a group. During the feedback session, each member in
the team was critical of themselves, being more embarrassed about their flaws, rather than rewarding
their positive behaviors. For example, I found myself to be too loud and over talkative. Most of my chatter
was me explaining my mistakes and why I originally put the tasks in the order I did and not in a
productive devils advocated way. On the other hand, my teammates reported that I brought a positive
energy to the group and contributed to conversation. Through feedback circles, we each were able to see
how our behaviors were facilitating and hindering and could adapt our manners accordingly. Although, I
think that our team worked well on the initial task, after consulting with each other we all were more
aware of ourselves and each other allowing us to create a more affirmative and productive environment.
Another aspect of creating productive teams is that it happens in stages. The different stages I
learned in the TPR model are forming, storming, norming, performing, and adjourning. Although a team
may not experience each stage specifically, it is guaranteed to be involved in at least a combination.
During my internship this summer at Bank of America Merrill Lynch, I was put on a few teams for
different projects. In every team I was the only one who was new to the group being that I was the intern
and I at least went through the forming, norming, performing and definitely the adjourning phase. When
I first entered the internship I immediately went through the forming stage, having questions about my
membership in the group, about the goals of our teams, and what skills I would need to bring to the table.
As I got in the flow of operations, I underwent norming. Expectations were shared and we started
coordinating tasks and delegating efficiently. Then eventually each of the teams I was assigned started
performing. We were meeting objectives and supportive of each others efforts. However, the stage that I
felt the most was the adjourning stage. After a summer of learning, meeting, and forming relationships,
the last thing I wanted to do was part from the team. Nonetheless, as any emotionally intelligent team
should, my mentors designated time to review my progress with them and gave me advice on how to keep
developing. With the experience I had and the advice that my mentors give, hopefully I too can become
and emotionally intelligent person within myself, a team, and an organization.