The implementation of self-managed teams requires the selection of an individual who is prepared to address some of the most critical challenges which emerge within the team and which drive its success or failure. The interactions of members within these teams are often complex and require continuous observation to determine if team members are performing at a high level (Markova & Perry, 2014). It is important to identify any patterns of dysfunction within the team and to acknowledge the importance of creating an environment in which team members can contribute and make a difference within the team dynamic and the goals and objective of the team can be fully realized.
Self-managed teams do not have a designated external leader and require their members to manage themselves and their activities accordingly. However, this poses a challenge because it may limit the progress that occurs within the team and any conflicts between team members may prohibit real progress from being made. Therefore, cohesion among team members must be identified if it exists, along with recognizing if team members’ own wellbeing is supported within the team dynamic (Markova & Perry, 2014).
This is a critical aspect of the self-managed team because there are likely to be limitations which impact decision-making and limit the potential of the team to accomplish its goals and objectives, thereby creating additional risks for the team and its members (Markova & Perry, 2014). It is important to acknowledge that all members of the team may experience frustrations and/or setbacks that impact their wellbeing and ability to achieve cohesion within the team environment; therefore, these issues must be identified and addressed so that there are sufficient opportunities for growth that will have a lasting impact on the team and its performance (Markova & Perry, 2014).
Members of a self-managed team may establish a greater voice within the team dynamic in this capacity; however, this is not always the case because this approach may introduce increased conflict and lack of trust within the team when there is no designated external or internal leader present (Langfred, 2007). From this perspective, the ability to succeed within the team is dependent upon how members communicate with each other and if these interactions lead to potential conflicts or lack of trust among members (Langfred, 2007).
These issues must be addressed within this dynamic and members must recognize that if they cannot effectively communicate with others or if there are trust issues among members, these are serious risks that may ultimately contribute to the team’s failure (Langfred, 2007). It is important for all members of the team to recognize their full potential and to identify areas of improvement within the team that will identify and resolve conflicts and issues of trust as quickly as possible to prevent long-term complications or other challenges that impact decision-making on behalf of the team and its members (Langfred, 2007).
A successful self-managed team is difficult to accomplish because no designated leader is appointed to resolve issues or conflicts that may erupt within the team environment. This poses a strain on the team and the ability of its members to maintain effective relationships and to accomplish the necessary tasks. Therefore, it is important to acknowledge these deficiencies and resolve conflicts and/or issues of trust as best as possible. The success of this approach to team-building requires all members to be resilient and to demonstrate an understanding of the key variables which impact relationships and decision-making within the team, along with recognizing how to best approach the team with a positive attitude and perspective to strengthen its overall potential.