Group Dynamics

Definition
Group dynamics is concerned with interactions and forces between group members in a social situation.
Group dynamics describes how a group should organized and conducted.

Group Dynamics is a social process by which people interact face to face in small groups.it encompasses
dynamic interaction patterns within the group. The subtle and non-subtle pressures exerted by the
group members and the manner in which group decisions are taken.

Group may be defined as aggregation of small number of persons who work for common goals, and
develop shared attitude and aware of they are part of the group and perceive themselves as such.

Group is a two or more persons who are interacting with one another in such a manner that each
person influences and is influenced by other person. – Marvin Shaw

Group is number of persons who communicate with each other often over a period of time and who are
few enough so that each person is able to communicate with others not second hand but face to face. -
Homans

The behavior of individuals in groups is something more than the sum total of each acting in his or her
own way. In other words, when individuals are in groups, they act differently than they do when they
are alone

Nature and Features of group

 Two or more persons
o At-least 2 person and no maximum limit
o Size of the group is decided by the rules and regulation of organization
o Meaningful interaction among the members
 Collective Identity
o Each member is aware of membership &
o Identifies as a participant in the group
 Interaction
o Each member shares his ideas with others
o Interacts with other members through communication channels available thought not
simultaneously
 Shared Goal Interest.
o Subscribe to some of common objectives of the group
o Shares at least one of the groups concerns

Types of Groups
Based on purpose, structuring, process of formation and size of group, membership.
 Primary and Secondary Group Primary groups are characterized by intimate and face to face
association and co-operation. Secondary group are characterized by large size and individual
identification with value and ethnic group.
 Ingroup and Out groups Ingroup represents clustering of individuals holding dominant place in
social functioning. Ex. Family members. Outgroup are the masses of views as subordinate or
marginal in culture. Ex: Broker, Surgeon
 Membership and Reference groups Membership group is the group which the member belongs.
Reference group is the one which member would like to belong and identifies himself with.
 Interest and Friendship groups Interest groups come into being when people come in together
for common objective. Friendship groups are formed by people who have common features –
age, views, interest etc.
 Formal and Informal Group

Formal Groups: A formal group is set up by the organization to carry out work in support of the
organization’s goals. In formal groups, the behaviors that one should engage in are stipulated by
and directed toward organizational goals. Formal groups may be command groups or task
groups.

 Command Group: A command group consists of a manager and the employees who
report to him or her. Thus, it is defined in terms of the organization’s hierarchy.
Membership in the group arises from each employee's position on the organizational
chart.
 Task Group: A task group is made up of employees who work together to complete a
particular task or project. A task group's boundaries are not limited to its immediate
hierarchical superior. It can cross command relationships.
An employee's membership in the group arises from the responsibilities delegated to
the employee – that is, the employee's responsibility to carry out particular activities.
Task group may be temporary with an established life span, or they may be open ended.

Informal Groups

An organization’s informal groups are groups that evolve to meet social or affiliation needs by
bringing people together based on shared interests or friendship.

These groups are natural formations in the work environment that appear in response to the
need for social contact.

When people work near one another every day, they are likely to form friendships. That
likelihood is even greater when people also share similar attitudes, personalities, or economic
status.

 Friendship Groups: Groups often develop because the individual members have one or
more common characteristics. Social alliances, which frequently extend outside the
work situation, can be based on similar age, same political view, attended the same
college, etc.
 Interest Groups: People may affiliate to attain a specific objective with which each is
concerned/interested like a social cause.
  Reference Groups: People use a group as a basis for comparison in making decisions or
forming opinions. Employees have reference groups inside or outside the organization
where they work.
 Membership Groups: Members of a group have some collection of benefits and
responsibilities that go beyond the group serving as a reference point. Each member
would be expected to contribute to the group's well -being and would enjoy the benefits
arising from being the group member.

Informal Groups Vs Formal Groups

Formal Group Informal Group

Legally constituted, rationally designed and Emerges naturally and spontaneously
consciously planned
Does not arise from informal groups Emerges while working in formal groups

Well-defined and centers around survival,
growth, profit
Superior subordinate relationship
Influenced by rationality and no room for
personals, social or emotional factors
Ill-defined and centers around friendship,
goodwill, unity etc.
Personal and social relationship
Heavily influenced by social, personal and
emotional factors

Communication follows unity of command and Communication pattern is grapevine, natural,

line of authority haphazard and intricate

Leadership is based on formal authority and Leadership is based on individual competence

position and group acceptance

Operates within set boundaries No set boundaries exist

Emphasis on efficiency, discipline, conformity Reflects actual functioning characterized by
and consistence and control. Rigidity and relative freedom, spontaneity, homeliness and
bureaucracy in process and practices warmth

Reasons for Formation of Groups

Companionship. The need for relationship with other people is one of the strongest and most constant
of human drives. Many research studies have indicated that the employees who have no opportunity for
close social contacts find their work unsatisfying and this lack of satisfaction often reflects itself in low
productivity and high rate of absenteeism and turnover. Elton Mayo observed that the employees in a
textile plant who worked on isolated jobs were highly dissatisfied and consistently failed to meet
production standards and staggered rest period helped a little. But when the company permitted these
workers to take rest period as a group, production and satisfaction both increased.

Sense of identification. Workers get identity in small groups and so small groups tend to enjoy high
morale. Employees working in large departments where everybody does the same type of job, find it
hard to form stable social groupings compared to those working in small groups.

Source of Information. Informal group is a source of information to its members. Informal

communication is very fast. A piece of information available to a member will reach nearly all the
members of the group instantly. The group may develop a special code or language for speedy
communication. Psychological barriers to communication are also overcome by the group.

Job satisfaction. The group’s solution to a problem may be different from what management expects
and it may even be more efficient. Shortcuts are evolved and informal channels of communication are
established to cut across department boundaries. Many jobs which appear superficially dull and routine
are made interesting by the group and spontaneity is encouraged and protected by the group.

Protection of members. Groups help protect their members from outside pressures. Groups often resist
management’s demands for additional output, increased working hours, and higher quality. Group
members often agree on the level of output that each will put forth so that no member may outperform
the others.

Outlet for frustration. An individual at times, feels tremendous stress in life and gets frustrated. If he
shares his feelings and anxieties with someone, his tension is released to a great extent. The social
relations provide an important outlet for frustration. An informal group serves as a safety valve which
helps release tension and frustration and checks the mental breakdown of the individual.

Perpetuation of cultural values. Sometimes, groups are formed by individuals belonging to a common
cultural background. Such people can preserve their cultural identify and also feel a sense of security by
associating with those pursuing the same cultural values and social norms. Maintenance of cultural
values will also provide them psychological satisfaction.

Generation of new ideas. Informal groups are a breeding ground for new ides as they provide a
supportive environment in which the members can engage themselves in creative thinking. New
product teams, task force, quality circles, etc. are important examples in this regard.

Theories of Group Formation

The following four theories explain why and how groups are formed:

Propinquity Theory Individuals affiliate with one another because of spatial or geographical proximity. In
an organization, employees who work in the same area of the plant or office would more probably form
into groups than those who are not physically located together. The propinquity theory explains a basic
factor, i.e., proximity of people at the work place which leads to formation of groups. This phenomenon
is observed in daily practice by all of us. However, it is not essential that groups must come up because
of proximity of people at the work place. There may be several other reasons for the formation of
groups. Thus, the propinquity theory is not analytical; it does not consider the complexities of group
behavior.
Homans’ Theory According to George C. Homans, “The more activities persons share, the more
numerous will be their interactions and the stronger will be their shared activities and sentiments: and
the more sentiments persons have for one another, the more will be their shared activities and
interactions. The Homans theory has contributed a great deal to the understanding of group formation.
It is based on three concepts, namely activities, interactions and sentiments which are directly related to
each other. The members of a group share activities and interact with one another not just because of
physical proximity, but also to accomplish group goals. The key element is interaction because of which
they develop common sentiments for one another.

Balance Theory The theory as proposed by Theodore Newcomb states that “persons are attracted to
one another on the basis of similar attitudes towards commonly relevant objects and goals. Once a
relationship is formed, it strives to maintain a symmetrical balance between the attraction and the
common attitudes. If an imbalance occurs, attempts are made to restore the balance. If the balance
cannot be restored, the relationship dissolves.” Both propinquity and interaction play a role in the
balance theory. Thus, the balance theory is additive in nature in the sense that it introduces the factor of
‘balance’ to the propinquity and interaction factors. There must be a balance in the relationship
between the group members for the group to be formed and for its survival. According to this theory
groups are formed due to some common attitudes and values such as authority, work, life style, religion,
politics, etc. They will strive to maintain a symmetrical balance between the attraction and the common
attitudes.

Exchange Theory This theory is based on reward-cost outcomes of interactions. To be attracted towards
a group, a person thinks in terms of what he will get in exchange of interaction with the group members.
Thus, there is an exchange relationship in terms of rewards and costs of associating with the group. A
minimum positive level (rewards greater than costs) of an outcome must exist in order for attraction of
affiliation to take place. Rewards from interactions gratify needs while costs incur anxiety, frustrations,
embarrassment, or fatigue. Propinquity, interaction and common attitudes all have roles in the
exchange theory. Besides the theoretical explanations for group formation discussed above, employees
in an organization may form a group for economic security or social reasons. Economically, workers may
form a group into work on a project that is paid for on a group incentive plan or form a union to demand
higher wages. Joining a group provides the individual with a united front in combating indiscriminate
and unilateral treatment.

Importance of Informal Groups to the Organization

Filling in gaps in manager’s abilities: Informal organization may act to fill in gaps in a manager’s abilities.
For example, if a manager is weak in planning, one of his sub-ordinates may help him informally in such
a situation.

Solving work problems: Informal organization helps in solving the work problems of members. It allows
them sharing job knowledge and taking decisions which affect a number of jobs.

Better coordination: Informal groups evolve short-cuts and eliminate red tapism. They facilitate smooth
flow of information and quick decision making. All these ensure better coordination among various
individuals and departments.
Channel of communication: Informal groups act to fill up the communication gaps which arise in the
organization. Informal communication cuts across the hierarchical and departmental boundaries and
transmits information with greater speed. Informal communication can be of great use to the
organization, if it is handled by the management properly.

Restrain managers: Informal groups do not allow the managers to cross their limits. They restrict them
from acquiring unlimited power and from using their power injudiciously.

Better relations: A manager can build better relations with his subordinate through informal contacts.
He can consult the informal leaders and seek their cooperation in getting the things done from the
workers.

Norms of behavior Informal groups develop certain norms of behavior which differentiate between
good and bad conduct and between legitimate and illegitimate activities. These bring discipline and
order among the employees.

Satisfied workforce: Cohesive informal groups provide satisfaction to the workers as the provide space
for social interactions. As a result, labor turnover and absenteeism are reduced and organization’s
productivity is increased.

Developing future executives: Informal groups recognize talented workers as their leaders. Such leaders
can be picked up by the management to fill vacancies at the junior executive level in the future.

Problems Created by Informal Groups

Negative attitude of informal leaders: In order to increase his influence, he may work against the
policies of management. He may manipulate the behavior of his followers to work against the interests
of the organization. If such a leader is promoted to the rank of an executive, he may turn out to be a
work shirker and an arrogant and autocratic boss.

Conformity: The informal group exerts strong pressure on its members for conformity. The members
may become so loyal to their group that following the group norms becomes a part of their life. This
implies that members become subject to willful control of the group leader who may lead the group
towards selfish ends.

Resistance to change: Informal group generally have a tendency to resist change. Change requires group
members to make new adjustments and acquire new skills. But groups want to maintain status quo.
Sometimes, groups react violently to the proposed changes being brought by the management

Rumor: Informal communication may give rise to rumors. This is not desirable from organization’s point
of view. Rumors originate for a number of reasons. Maliciousness, employee’s anxiety and insecurity are
the prominent reasons.

Role Conflict: Every member of the informal group is also a member of the formal organization.
Sometimes, there may be role conflict. In such a situation, group members may conform to their social
norms. And if an individual member wants to follow the formal instructions of his boss, he may be
snubbed by the informal leader and compelled to conform informal group norms.

Stages of Group Development

The way in which a particular group develops, depends in part as the frequency with which group
members interact and personal characteristics of group members. However, groups pass through a
standard sequence of five stages.

Forming: When a group is initially formed, its members cannot accomplish much until they agree on
what their purpose is, how they will work together. Answering such questions brings group members
face to face with the first obstacle: uncertainty, anxiety, and disagreement over power and authority.

In this stage, the focus is on the interpersonal relations among the members. Members assess one
another with regard to trustworthiness, emotional comfort, and evaluative acceptance. Thus, the
forming stage is characterized by a great deal of uncertainty about the group's purpose, structure and
leadership. Members are testing the waters to determine the type of behavior that is acceptable. This
stage is complete when members have begun to think of themselves as part of a group.

Storming: The storming stage is one of inter-group conflict. Members accept the existence of the
group, but resist the constraints the group imposes on individuality. Further, there is conflict over who
will control the group. Even after a group leader has emerged, the remaining group members must sort
out where they fit in the group. Even if all the group members accept the leader, the group enters a
phase of conflict and challenge. One or more followers may test the leader. The group may split into
factions supporting and opposing the leader. If the group gets stuck in this phase of development, group
members may engage in battles over turf and expend their energies on a variety of political tactics.
When this stage is complete, a relatively clear hierarchy of leadership exists within the group.

Norming: In this stage, close relationships develop and the group demonstrates cohesiveness. Entering
and conducting the cohesion phase requires intervention by a group member who is emotionally
unaffected by power and authority issues. Typically, such a person encourages group members to
confront these issues openly. Group members recognize where they fit in, and the group agrees on how
it will operate. A new leader may emerge, or the existing leader may become more aware of how much
others in the group contribute. The norming stage is complete when the group structure solidifies and
the group has assimilated a common set of expectations of what defines correct member behavior.

Performing: The fourth stage is performing. The structure at this point is fully functional and accepted.
Group energy has moved from getting to know and understand each other to performing the task at
hand. Members' attention is directed to self-motivation and the motivation of other group members
for task accomplishment. Some members focus on the task function of initiating activity and ensure that
the work of the group really gets moving. Other members contribute to motivation and commitment
through supporting, encouraging and recognizing the contributions of members or through establishing
the standards that the group may use in evaluating its performance.

Adjourning: For permanent work groups, performing is the last stage in their development. However,
for temporary groups, there is an adjourning stage. In this stage, the group prepares for its
disbandment. High task performance is no longer the group's top priority. Instead, attention is directed
toward wrapping up activities.

Group Decision-making
Group decision making known as collaborate decision making is a situation faced when individuals
collectively make a choice from the alternatives before them. The decision is no longer attributable to
individuals as all members contribute to decision outcome.

Advantages

Synergy

o When decision is collective, judgement can be more powerful than any of its members.
o Discussing, collaborating and questioning can identify more complete and robust solutions.

Sharing the information

o Wide scope of information from team members with distinct and unique background and skills.
o Sharing information increases understanding and clarifies issues and help move toward
collective decision.

Disadvantages

Diffusion of responsibility

o Distribution of responsibility and lack of accountability of outcome

o Everyone is responsible of the decision and none is really is.

Lower efficiency

o Time taken for active participation, discussion and coordination results in lesser efficiency
o Requires facilitation and trivial elements might side track the discussion

Group think

o The wish for conformity and harmony results in dysfunctional or illogical outcome.
o Actively suppressing opposing view points to minimize conflict
o Consensus decision without critically evaluating substitute view points

Group Decision Techniques

Once a manager has determined that a group decision approach should be used, he or she can
determine the technique best suited to the decision situation.

Few techniques are summarized below:

Brainstorming is a good technique for generating alternatives when the problem is precise and be
simply defined. The idea behind brainstorming is to generate as many ideas as possible, suspending
evaluation until all of the ideas have been suggested. Participations are encouraged to build upon the
suggestions of others, and imagination is emphasized.

 About 6 to 10 people sit and discuss the problem.

 Leader states the problem in a clear manner, so that all participants understand it.
 No criticism is allowed, and all the alternatives are recorded for later discussion and analysis.
Electronic brainstorming overcomes two common problems that can produce group-brainstorming
failure:

 Production Blocking: While listening to others, individuals are distracted from their own ideas.
This is referred to as production blocking.
 Evaluation Apprehension: Some individuals suffer from evaluation apprehension in
brainstorming groups. They fear that others might respond negatively to their ideas.

Brainstorming, however, is merely a process for generating ideas.

2. Nominal Group Technique (NGT): Group members are all physically present, as in a traditional
brainstorming meeting, but members operate independently. The nominal group technique restricts
discussion or interpersonal communication during the decision-making process, hence the term
'nominal'. NGT has the following discrete steps:

 Individuals silently list their ideas.

 Ideas are written on a chart one at a time until all ideas are listed.
 Discussion is permitted, but only to clarify the ideas. No criticism is allowed.
 A vote is taken by ballot or other recordable means.

A good technique to use in a situation where group members fear criticism from others, personality
domination is evaded. The chief advantage of the NGT method is that it permits the group to meet
formally but does not restrict independent thinking, as does an interacting group.

3. Delphi Technique: The Delphi method is similar to the nominal group technique except that it does
not require the physical presence of the group's members. Experts at remote locations respond to a
questionnaire. A coordinator summarizes the responses to the questionnaire, and the summary is sent
back to the experts. The experts then rate the various alternatives generated, and the coordinator
tabulates the results.

The following steps characterize the Delphi technique

 The problem is identified and members are asked to provide potential solutions through a series
of carefully designed questionnaires.
 Each member anonymously and independently completes the questionnaire.
 Results of the questionnaire are compiled at a central location, transcribed, and reproduced.
 Each member receives a copy of the results.
 After viewing the results, members are again asked for their solutions with second set of
questionaries.
 The results trigger new solutions or modify the existing solution.

Advantages:

 Ability to generate several independent judgements without face-to-face meeting.

 Used for decision-making among geographically scattered groups.
 Cost of bringing experts together at a central location is avoided.

Disadvantages:
  Is extremely time consuming; it is frequently not applicable where a speedy decision is
necessary.
 The method may not develop the rich array of alternatives as the interacting of nominal group
technique does.
 Ideas that might surface from the heat of face-to-face interaction may never arise. On the other,
introspection in isolation may produce superior results

Didactic Interaction

 This technique is applicable in certain situation where the type of problem is such that it
generates output in the form of yes or no.
 Decision to buy a product or not, decision to expand the business or not etc.
 These decisions require extensive and exhaustive discussion and investigation as wrong decision
have serious consequences.
 The group that makes the decision is divided into 2 sub-groups, one in favor of the go decision
and other others in favor of no-go decision.
 The first group enlists all the Pros of the problem in hand and other group enlist the Cons. These
groups meet and discuss the discoveries and reasons for the same.
 Then, the group swaps their role and each group look at their gaps in their earlier standpoints.
 The interchange of various ideas and understanding other view point helps drive mutual
acceptance of a facts so that solution can be put together and arrive a decision.

Group Norms

 Norms define the acceptable standard or boundaries of acceptable behavior or unacceptable

behavior shared by group members.
 Norms can be related to work performance to dress to making comments in meeting.
 Group exert pressure on members to force them to conform to these norms and at times not to
perform at higher levels
 Norms often reflect level of commitment, motivation and performance of the group

Group Cohesiveness

 Cohesiveness refers to the bonding of the group members, feeling of attraction for each other
and desire to remain part of the group.
 The more difficult to obtain a group membership more cohesive the group
 Smaller the groups and those who spend considerable time together tend to be cohesive
 Groups tend to become cohesive when they face competition from other groups or face serious
existential threat.

Dysfunction of Group

 Norm violation and Role Ambiguity

o Role ambiguity and role conflict leads to achieving groups rather than organization goals
 Group think and conformity problem
o Seeks consensus and suppress alternate ideas
o Illusion of group agreement and nothing can go wrong
  Social Loafing
o Members reduce performance level

Teams:
Definition
Team is small number of people with complementary skill who are committed to common purpose,
goals and approach for which they hold themselves mutually accountable.

Team dynamics are the unconscious psychological focus that influence the direction of a team’s
behavior. It is broad concept and represents a way in which team members behave and the
psychological process underlying these interactions

Teams imply a high degree of coordination among their members, along with a shared belief that
winning (achieving team goals) is not only desirable but the very reason for the team's existence. Any
team is therefore a group, but unfortunately, not all groups have the high degree of interdependence
and commitment to success that we traditionally associate with the concept of a team.

Groups Vs Team
Groups Team
No opportunity to engage in collaborate Members work intensely with individual and mutual
work, joint effort accountability and complementary skills
No positive synergy to create Generate positive synergy. Team member can bounce
ideas of one another to correct another’s mistake, to bring
in diverse knowledge base to bear on a problem and
accomplish work that is too vast from any individual to
achieve
Performance not greater than sum of Generate greater output with no increase in inputs
inputs
Less responsive in dynamic More flexible and more responsive in dynamic
environment environment

Creating Effective Team

Two major dimensions along which teams differ are differentiation of team roles and integration into
the organization.

 Differentiation is the extent to which team members are specialized relative to others in the
organization.
 Integration is the degree to which the team must coordinate with managers, employees,
suppliers and customers outside the team.

The four possible combination – high or low differentiation plus high or low integration – are associated
with creation of effective teams. These four types of combinations with their resultant output.
1. Advice and Involvement: An advice/involvement team is a team formed to generate input from a
broad base of employees. They are low in differentiation. Team members meet only long enough to
generate ideas or develop proposals. The work group takes on problem solving as one of its daily
activities. Because this team has a limited scope of control, the use of teamwork has essentially no
impact on the organization 's management structure. Advice/involvement teams the routinely handle
quality issues are often called quality circles. Such teams typically meet about an hour each week to
generate ideas for improving quality in a given area.

2. Production and Service: Production/service teams, are charged with the activities related to
producing and selling goods and services. Production/service teams, draw their membership from a
broad base and often are formed as a way to empower first-line employees. They are low on
differentiation and high in integration. They must coordinate their work extensively with suppliers,
customers, and other groups in the organization.

3. Project and Development: A project/development team is charged with planning, investigating,

analyzing and reporting, often with the objective of creating outputs that are complex and unique.
Project/development teams are highly differentiated because they require employees with expertise in
particular areas. They tend not to be highly integrated because team members generally face internal
deadlines, and coordination is primarily among group members.

4. Action and Negotiation: Action/negotiation team are usually comprised mainly of experts with
specialized skills. Owing to their expertise, the team is highly differentiated; it is also highly integrated
with the organization. It must closely coordinate its efforts with the work of support personnel or with
other action/negotiation teams

Types of Teams Based on their objectives, teams may be classified as problem-solving teams, self-
managed teams and cross-functional teams.

1. Problem-solving Teams: Problem-solving teams consist of groups of 5-10 employees from the same
department, who meet for a few hours each week to discuss ways of improving quality, efficiency and
the work environment. These members share ideas or offer suggestions on how work processes and
methods can be improved. Problem-solving teams meet regularly to discuss their quality problems,
investigate causes of problems, recommend solutions and take corrective actions.

2. Self-managed Work Teams: A self-managed team includes collective control over the pace of work,
determination of work assignments, organization of breaks, and collective choice of inspection
procedures. Fully self-managed work teams even select their own members and have the members
evaluate each other's performance. As a result, supervisory positions take on decreased importance and
may even be eliminated. These teams do their own scheduling, rotate jobs on their own, establish
production targets, set pay scales that are linked to skills, fire co-workers and do the hiring

3. Cross-functional Teams: Cross-functional teams are made up of employees from about the same
hierarchical level, but from different work areas, who come together to accomplish a task. Cross-
functional teams are an effective way to allow people from diverse areas within an organization (or even
between organization s) to exchange information, develop new ideas, solve problems and coordinate
complex projects. These teams are not easy to manage. Their early stages of development are often very
time consuming as members learn to work with diversity and complexity. It takes time to build trust and
teamwork, especially among people from different backgrounds, with different experiences and
perspectives. There are two types of cross-functional teams:

o Task force – is nothing more than a temporary cross-functional team.

o Committees – composed of groups made up of members from across departmental lines

Eight Cs of Team Building

 Clear expectations
o Manager to set clear expectations on team’s performance
o Team understands the reason for creation
o Organization to support with people, time and money
 Commitment
o Members to participate in team and feel mission is important
o Show commitment to accomplish mission and expected outcomes
o Commitment is reflected if team perceives the value of their role to organization and
their own career
 Competence
o Team to have knowledge, skill and capabilities
o Resources, strategies and support need to accomplish mission is provided
 Control
o Ownership and accountability to accomplish the charter
o Defined review process to exercise control
 Creativity
o Creative thinking, unique solutions and new ideas to be encouraged and rewarded
o Provide and arrange training and materials for new way of thinking
o Teams have diverse back ground and variety of ideas
o Accountable for innovation process
 Collaboration
o Understand group process and work collaboratively
o Understand the roles and responsibility of team member, team leaders and team
recorders.
 Co-ordination
o Cross functional and multi-department teams to work together
o Customer focus and product focus orientation instead of traditional thinking
 Communication
o Clearly communicate with each other
o Understand the priority of the tasks
o Receive feedback and progress