In addition, we also had defined every team members’ role in the achievement of the goal.
I have many reasons to believe that we have been able to successfully create a team and are in the right direction towards achieving the goal. Firstly, we had a clear objective in front of us that all of us were in agreement with. The guidelines in the agreement include team goals/objectives, directions to achieve the goals, rules, and expectations from a team perspective, responsibilities assigned to all team members, and also a clear conflict resolution procedure. These guidelines were explicit enough to direct each one of us towards achieving the intended goal. The clarity of guidelines helped us in reaching an agreement with the objectives. We were clear about the priorities, which kept us focused on the objectives. On similar lines, Colenso (1997) pointed out that the team’s main features such as a great deal of observation, measurement, supposition and assorted speculation drive the team towards high performance.
Our motivation was driven by four main factors that include belongingness, importance, responsibilities, and accountability. A sense of belongingness that was created as a motivational factor right from the beginning. Different responsibilities that each of us carried reinforced the sense of belongingness as it increased interdependence. Each one of us was aware of what individual tasks we carried, and how these tasks would impact the team’s success. Hence, every task was considered equally important, and hence accountability was with everyone, unlike its ownership. The team knew that in case of any issue that might arise in the course of task completion can be resolved with the help of other members. This feeling further increased our sense of belongingness. The three characteristics, i.e. sense of fairness, sense of achievement, and sense of camaraderie formed the guiding principle for creating a high .performance team.