How to Help the Highly Cohesive but Low-Performing Team

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Helping the Highly Cohesive but Low-Performing Team
Team cohesiveness describes how members are attracted and motivated to remain part of it. According to Schermerhorn et al., cohesiveness is itself a desirable state in a team (179). Nonetheless, the merit of the factor may be overshadowed when other elements are underwhelming, such as low-performance as in the case. Fortunately, the situation is not a mystery because Schermerhorn et al. preempt in their appreciation of cohesiveness that the factor will not necessarily translate to high performance. The authors predict that high cohesiveness may have the negative impact of promoting conformance to negative performance. Moreover, the members may not identify the cause of their low performance due to the desire to avoid a blame game that will damage their bond.
In confidence of this background and preemption, I will request the team members to make submissions on the functions that they feel confidentially are not properly executed and should thus be rectified. Although much reluctance would be encountered in this process, the team will generally feel involved even though their responses may fail to be precise and assertive. The next step would be to formulate a program that will minimize time and resource wastage. Predictably, highly cohesive teams risk falling into the trap of time wastage because precedence is given to bonding rather than effectiveness. Moreover, a strict work schedule must be supported with enough team-building activities so that performance is not sought at the expense of cohesiveness. Such an approach is ultimately unsustainable. Lastly, a rewarding system should be created not for individuals but for the whole team. The existing cohesion may be translated to producti...