All working teams have some factors in common:

• A team works to a remit
• Team members interact with each other
• A team must produce some result

No team works in isolation.  The team works within the umbrella of an organisation, which defines its role and its expected results.  A team will normally have to work within the organisational structure, which somewhat limits the activities it can pursue.  Also, the team will need to deal with outside forces – some positive, some negative.

In reality, an organisation rarely functions as a cohesive whole – it can, in fact, be considered as a collection of interacting teams (some formally defined, others less so).  It is often possible to formally define and analyse each of these teams, to gain a greater understanding of their dynamics and how they impact upon the organisation.

Why is it that some teams work smoothly and effectively together, while others break down into internal conflict and achieve little?

Of course, there are many reasons for this, but one of the main contributing factors is the interaction of different behavioural styles within the team.  Auditing a team can provide a useful predictor of team effectiveness, by highlighting possible problem areas and suggesting ways of resolving these problems.

The ideal composition of any team is, of course, dependent upon the task that the team is intended to fulfil. In general terms, however, the key to success in team-building is diversity.  Each individual plays a different part in the team structure, and a variety of behavioural factors across different team members can help to ensure that the team performs effectively.

For all teams to be effective over the long term, they must pass through an initial period of flux and uncertainty before they begin to perform.  It is during this time that relationships and roles are formed.