[Math Homework Help ] Week 8 Discussion Response- Managing People and Promoting Collab

Colleague 1

Leslie Allen

Throughout the previous exercises of Module 2, we have gained valuable insight into effective mentorship, coaching, and delineating team dynamics. Johnson and Smith (2018) highlight the importance of being intentional as a mentor in understanding members and utilizing behavioral affirmation. Williams and Mihaylo (2019) note that setting an objective criterion, defining culture fit, and accountability are essential for recruiting candidates for an organization. If allowed to select candidates for fostering a collaborative team environment, I would choose resilient, customer-focused, adaptable, communicative individuals.

Positive feedback is effective for learning (Chappelow & McCauley, 2019). When team members receive positive feedback, they form resilience. The feedback is as effective as the application, so it’s essential that there is a clear and prompt line of communication. As you build your mental models of tackling challenges, you quickly adapt and work through problem strategies accordingly. I included customer focus because it ensures that they are mindful of the impact of their interaction with customers, which can improve or deter customers.

Establishing a team charter is an appropriate way to align the team members. This document covers the purpose, goals, processes, decisions, strategies, and norms of the team (Claros Group, n.d.). This practice is a great team-building exercise and provides a blueprint to challenges or clarifies any pressure points.

As a manager, I will ensure everyone knows my commitment to open communication. Members must have that rapport to model after this stance towards open communication. It is also essential that members are free to express their pressure points and establish teams that have the oversight to manage cases that may be daunting, establishing improved collaboration. I would utilize routine one-on-one sessions with a connection with specific performance indicators to keep the team on target.

Resources:

Johnson, W. B., & Smith, D. G. (2018, January 23). The best mentors think like Michelangelo. Harvard Business Review Digital Articles, 2–6. http://hbr.orgLinks to an external site.

Williams, J. C., & Mihaylo, S. (2019). How the best bosses interrupt bias on their teams. Harvard Business Review, 97(6), 151–155.

Chappelow, C., & McCauley, C. (2019, May 13). What good feedback really looks like. Harvard Business Review Digital Articles, 2–4. http://hbr.orgLinks to an external site.

Claros Group. (n.d.). Jumpstart team success: Create a team charterLinks to an external site.

Colleague 2

Angela Eaker

Creating a collaborative team environment depends heavily on the characteristics and behaviors of individual team members. Among the most important are trustworthiness, open communication, accountability, and adaptability. Trust is foundational; without it, team members are less likely to share ideas or take risks. For example, a team member who consistently follows through on commitments builds credibility and encourages others to do the same. The U.S. Office of Personnel Management emphasizes that trust is essential for successful collaboration and can be fostered through honesty and transparency.

Open communication is another critical behavior. Team members who actively listen, seek clarification, and express their thoughts respectfully help prevent misunderstandings and foster a culture of inclusion. For instance, a team member who paraphrases another’s idea to confirm understanding demonstrates both respect and engagement. Miscommunication can derail collaboration, so encouraging overcommunication and quick clarification of misunderstandings is key.

Accountability ensures that each member takes ownership of their responsibilities. A team member who admits to a mistake and proposes a solution models integrity and commitment. This behavior reduces blame-shifting and promotes a learning culture. Adaptability is also vital, especially in dynamic work environments. A flexible team member who adjusts to new roles or shifting priorities helps maintain momentum and morale. These behaviors align with the characteristics of high-performing teams, which include clear roles, mutual respect, and a shared commitment to goals.

To manage the impact of these behaviors, managers can implement strategies such as team charters, regular feedback sessions, and role clarification. For example, a team charter can outline expectations and responsibilities, reducing ambiguity and conflict. Regular check-ins allow for early identification of issues and reinforce accountability.

As a manager, fostering a productive and successful team environment involves several deliberate actions. First, I would establish clear goals and expectations, ensuring alignment with organizational objectives. Second, I would promote psychological safety by encouraging open dialogue and modeling vulnerability. Third, I would support continuous development through coaching, training, and mentorship. According to the Agency for Healthcare Research and Quality, effective team leaders monitor performance, provide feedback, and adjust strategies to improve outcomes.

To monitor team functioning, I would use a combination of quantitative and qualitative methods: performance metrics (e.g., task completion rates), anonymous surveys to assess morale and communication, and regular one-on-one meetings. These tools would help me evaluate the effectiveness of my strategies and make necessary adjustments to support team success.

References

Agency for Healthcare Research and Quality. (2023). TeamSTEPPS 3.0 curriculum: Team performance observation tool. U.S. Department of Health and Human Services. https://www.ahrq.gov/teamstepps/curriculum/teamtools/index.html

U.S. Office of Personnel Management. (n.d.). Team building: Developing and sustaining high-performance teams. https://www.opm.gov/policy-data-oversight/performance-management/teams/

Weir, K. (2018, September). What makes teams work? Monitor on Psychology, 49(8), 46–53. https://www.apa.org/monitor/2018/09/cover-teams

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