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Team Charter Evaluation

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Key Components and Benefits: ACJ² Team Charter Evaluation

Why would an organization choose to create teams as a means of accomplishing goals? Teams can complete larger projects, provide multiple insights to problems or solutions, and establish stronger social networks throughout the organization (Pyatt, 2007). Just as SMART goal concepts help individuals achieve goals, teams also need a well thought out plan to be successful. In addition to highlighting their importance, our team will identify the key components of creating a team charter.

Team Charter Evaluation


Communication plays a big role in a team charter's success. Because it fosters team members' contributions, communication helps the project's progression. Open communication also allows each member the opportunity to express what is important to them in terms of norms and expectations, which provides a clear foundation of how team members are to interact and conduct themselves (Karten, 2003). One way to ensure the timeliness and effectiveness of a team's communication is by considering the means of delivery.

From traditional face-to-face meetings to video conference calls, teams have a variety of communication options (Terry, 2010). Not only do the different communication options help limit location or time zone restrictions, the variety also helps keep team members engaged, connected, and on track. Recognizing the importance of communication and the different delivery options is a great starting point for teams, but leadership also affects effective communication.


In addition to guiding what's communicated and how it's delivered, an established team leader creates an environment that promotes productivity and maintains focus on the shared goal (Moran & Wilkinson, 1998). A team that doesn't choose a leader will struggle when it comes to assigning tasks, developing goals, and ultimately bringing out everyone's potential. While it might sound like only a well-seasoned manager is qualified to assume the team leader role, often times that's not the case.

Blanchard (2010) explains that managers are often successful team leaders first. A successful team leader is able to utilize situational leadership and the different styles outlined by Blanchard (2010) to guide the team through its developmental stages. Identifying the team's development stage allows the leader to be proactive. This is important because the first two stages, orientation and dissatisfaction, set the foundation for the project.

The orientation stage is where the leader guides the team and provides the structure of how they will reach their shared goal (Blanchard, 2010). After expectations and objectives are developed, the leader needs to be prepared to use a coaching style as the team transitions into the dissatisfaction stage (Blanchard, 2010). By discussing the team's purpose and providing feedback that creates reassurance and encouragement, the leader can overcome any potential loss of enthusiasm and productivity (Blanchard, 2010). The team's development will progress as long as the leader incorporates and maintains boundaries while applying situational leadership skills. Another area the leader needs to monitor boundaries includes the team's decision making process.

Decision Making

Team decision making often resorts to majority, minority, or consensus rule with another option being to hire an outside expert. Decision by consensus has the most positive impact on the team, because the result is shared ownership and it builds an atmosphere of trust and cooperation (Leddy, 2010). Despite a leader's best effort to keep decision making to a consensus rule, team members also need to keep in mind the different personal factors that can interfere with the team's decision making process.

Individual experiences, backgrounds, values, and other similar attributes all influence decision making within a team. Being mindful, listening, and avoiding negative judgments helps create a collaborative environment. Making sure to incorporate the team goals, brainstorm alternatives, and evaluate the positive and negative consequences of those alternatives also assist team cohesiveness (Leddy, 2010). When it comes to deciding on assigned tasks, considering individual strengths and weaknesses should be the focus over any other influencers previously mentioned.

Identifying Strengths & Weaknesses

Many components of a team charter require a certain level of introspection, one being team members abilities to identify and communicate their individual strengths and weaknesses. Delegation of tasks without first recognizing



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