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Art of Creating Synergy

Overview

The Art of Creating Synergy is the ability of people to utilize each other’s energy and work towards a common objective. The purpose of creating synergy is to make the work environment conducive for all members of the team so that everyone can feed off each other’s positivity.

When someone yawns in front of you, without trying, you yawn too. It primarily happens because the mirror neurons kick into action and make the people around imitate each other’s actions. This phenomenon is known as social mirroring.

The word synergy is derived from the Greek word – ‘Sunergos,’ which means working together. The Art of Creating Synergy understands the ability of a team to outperform even its best individual member by collectively working towards a common goal. When each member’s individual strengths are used to bridge any gaps that can exist, the performance towards inevitably exceed that of any single individual of the team. Symbiotic relationships have always proven to be beneficial for the partners; even so in nature, can we see such examples.

Objectives

• To know what the ‘Art of Creating Synergy’ is
• To understand how to create synergy amongst team members
• To understand the obstacles to creating synergy
• To learn about Bruce Tuckman’s Stages of Team Development

By understanding these aspects, we can start to create a harmonious, conducive, and productive work environment.

Overview

• Celebrate differences in an individual’s:
- Priorities
- Strengths
- Weaknesses
- Talents
- Interest
- Habits
- Expectations
• Effectively Communication
• Democratic and Inclusive Management
• Efficient Coordination
• No Micro-management (Only if Necessary)
• Collective Strategy Creation

A clock or a song can be considered perfect examples of synergy. When each person or each part (of the clock) work in perfect harmony, the results are truly astounding.
Synergy can be achieved when two people with different complementary skills begin to work together cohesively and start focusing on the common objective rather than holding on to the differences. Creative solutions, new perspectives, and unique ideas can only be achieved in groups and never individually.

Dynamic teams always have great leadership, brilliant teamwork, and productive relationships. Teams require their leaders to lead by example and provide support to create trust amongst the team members. The leaders need to create an open line of communication across the team and conduct regular discussions for sharing ideas or group learning amongst the team. They are also expected to provide equal opportunity to all team members and not be preferential.

Overview

Different people have different learning needs, and it is critical for a leader to understand the importance of each team member's unique requirements.

Auditory Learners – Learn by listening to examples. Uses the learnings to create solutions and perform.
Visual/Spatial Learners – Learn by seeing the examples, pictures, images, etc. Uses the learnings to create solutions and perform.
Audio-Visual Leaners – Learn by both listening and seeing the examples. More effective, as it addresses two learner needs.
Logical Learners – Learn by observing data and facts. Highly practical and focused on the picture presented by the numbers.
Kinesthetic Learners – Learn by doing things. Prefer to learn on the job and believe in trial & learn approach. Over time they develop a unique understanding of the subject.
Linguistic Learners – Learn by reading, hearing, and telling stories. Much like a kinesthetic learner but focused on the verbal part of the communication.
Interpersonal Learners – Learn by interacting with people, and through their experiences. These learners are great orators and good at stimulating conversations.
Intrapersonal Learners – Learn through people’s feelings and emotions. These learners have great Emotional Intelligence and are great listeners. They tune in to people's emotions and are able to connect with them.

Addressing each learner’s unique learning needs will ensure that the leader sets them on a progressive journey towards achieving individual excellence and collectively achieving what no one person can achieve alone.

Stages of Team Development

In 1965, Bruce Tuckman, an American psychologist, propounded the theory of the Four Stages of Team Development and, in 1977, added a Fifth stage to it. He explained how teams develop organically and become mature and capable through the process of Forming, Storming, Norming, Performing, and Adjourning. This helps in creating relationships and adjust leadership styles if required.

Bruce Tuckman explained how a leader initially needs to direct the team members constantly and move towards coaching them. Then the leader should include the team and make them participate, eventually moving on to delegating tasks. At this stage, there is very little managing required for the team members.

The primary purpose of this model is to create a team rather than a collection of individuals.

Forming
• The team is explained what its goals are, and what are the different roles, responsibilities & processes.
• High dependence on the leader for guidance & direction.
• The leader should be prepared to answer lots of questions about the team's purpose, objectives, and external relationships.
• Members test the tolerance of the system & the leader.

Storming
• Decisions don't come easily within a group of different individuals.
• Clarity of purpose increases, but uncertainties persist.
• The team needs to focus on its goals to avoid becoming distracted by relationships and emotional issues.
• Compromises may be required to enable progress.
• The leader coaches.

Norming (forming of the processes & working style)
• Agreement and consensus largely form amongst the team, who respond well to the facilitation by the leader.
• Roles and responsibilities are clear and accepted.
• Big decisions are made by the team, and their agreement, whereas smaller decisions may be delegated to individuals or small teams within the larger team.
• Commitment and unity are strong.
• The team may engage in social activities together.

Performing
• The team has a shared vision & is independent with minimal participation required from the leader.
• The team has a high degree of autonomy.
• Disagreements occur, but now they are resolved within the team positively. The team members look after each other.
• The team requires delegated tasks/projects from the leader.
• The team does not need to be instructed or assisted.

Roadblocks to the Art of Creating Synergy

• Ignorance of the Leader: The leader being unaware and clueless about the team’s status. The leader can’t possibly know what other people believe, feel, or what they’ve been through. The leader has to spend time getting to know the team members.

• Favoritism of the Leader: There’s nothing wrong with wanting to be with those you’re comfortable with, but the leader can become exclusive and might begin to reject everyone who isn’t like them.

• Prejudice of the Leader: The leader shouldn’t stereotype, label, or form pre-conceived notions about their team members.

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Overview

Objectives

Overview

Overview

Stages of Team Development

Roadblocks to the Art of Creating Synergy

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