Characteristics of Synergy in a Team

CHARACTERISTICS OF SYNERGY IN A TEAM Abstract Synergistic is a cooperation that is certainly done by an organization which is led by one person. And a collaborative decision is an activity undertaken by the leader where he seeks alternatives from various sources, such as his subordinates and other parties. These two things can not be separated in decision making because every decision definitely requires cooperation and also many alternatives to support the success of a decision made by the decision maker Who has a purpose that the decision should be good. A. INTRODUCTION 1. Background Decision making is a very difficult thing, it requires many abilities that must be possessed by the decision maker. In this case, there is synergy or cooperation that must be done when making this decision. Synergy is very important to do so that a decision that is being made can be a decision that produces satisfactory results for all parties. Then there are collaborative decisions that must also be implemented together with synergy. Collaborative decisions are made by more than one decision maker. Here the parties involved in making the decision will see the problem from various angles and look for differences then find solutions and then make decisions that have been agreed upon together. Collaborative decisions are made if when making a decision, the leader sees many problems that must be discussed with others so that the problem can be solved and does not hinder the decision being made. 2. Objective The purpose of synergy and collaborative decisions in making this decision is if synergy has a goal in terms of cooperation while collaborative decisions have a goal in terms of mutual agreement. So that the decisions made are formed perfectly and do not have many shortcomings, synergy or cooperation is implemented. And so that decisions that have problems can be solved with the help of other parties, not only thought about by the decision maker, then collaborative decisions are implemented. Leaders can get more input if they collaborate in making decisions and make the decisions made better. B. CONTENT 1. Advantage & Characteristics Of Synergy In A Team A team in an organization is a group of people whose individuals have efforts to have higher performance. This means that performance in a team will be better than individual performance in an organization. Because in a team they have complementary skills, working together to achieve the expected goals effectively and efficiently. In addition, within the team will provide benefits, namely: 1) Creative approach to problem solving, this advantage can identify the location of the problem so that members can fix the problem and try new ideas. 2) Job satisfaction, this advantage can encourage members to work more efficiently, which will result in increased production. 3) Better quality, this advantage can create a desire for members to produce high quality. 4) Increased performance, this advantage can build trust between members and reduce conflict within the team. In addition to the advantages, we must also recognize the characteristics of team synergy in making a decision. There are many characteristics found in synergy and collaborative decision making. Characteristics of synergistic decision making, as follows: 1) Members of the organization will show interest in doing good work so as to produce a quality team 2) Each member must be sure of the vision in the team so that the team remains on the same page 3) Each team member has their own goals and each member has the right to share their respective goals in the team 4) Each member must be able to bring out leadership skills 5) Each member must have common values as the creativity of each member 6) Support and cooperation must be present in each member so that team cohesion is maintained 7) Team members must show responsibility and sensitivity to the tasks given 8) In each team, members want challenges and opportunities so that the goals set can be achieved quickly 9) Each team member must avoid judgmental behavior because it will cause conflict and damage teamwork 10) Each leader must bring a good atmosphere to motivate its members 11) Each team member must have a big picture for the decisions to be taken 12) Each team member must respect and appreciate each other's good work results between members 2. Internal Problems Achieving Team Synergy A team in decision making is a difficult job when the team faces a problem. All members of the decision-making and problem-solving team work together to realize team synergy. There are several problems that can realize team synergy, these consequences fit into several categories including: 1) Team Disagreement The team is formed from independent thinking; this is the advantage of gathering smart people to solve a problem. It is common for team members to disagree. Because when it leads to an objective debate, this disagreement helps the team focus on the target. Debates become bad when they involve personal feelings, critical attitudes, or lack of focus, causing team members to lose confidence and trust in each other as well as in the team process. This disagreement occurs because of differences of opinion, in order to distinguish themselves as independent thinkers. Even so, the team remains one goal to achieve the best decision. 2) Groupthink A danger to teams is when members get stuck in “groupthink” mode, where no one is willing to speak up about what they think. When team members are seen as individuals, they avoid hurting others, speaking out, or creating conflict. Groupthink can be especially deadly to the decision-making process, as it reduces the number of innovative ideas. With groupthink, discussions often end before all members have a chance to be heard. This is because some members spend more time than others generating their ideas and putting them forward. 3) Talk Without Action It can be easier to reach agreement than to follow through. The problemsolving process is not complete until decisions are implemented and action is taken. 4) Failing to Use Outside Sources Not all problems can be solved by team members. It is easy for teams to fall into the trap of looking only to themselves for answers. Key individuals and sources outside the team hold information that is often needed before decisions can be made. Look at the team’s decision-making process to identify sources that can add clarity and information. 5) Failure to Communicate In a team, team members know each other well, but team members cannot read the minds of other team members. Failure to express thoughts, inability to convey the main points of the discussion. 3. Team and Group Elements In Energy In the book "Organizational Behavior and Management" by John M. Ivancevich et al. on page 267, it is stated that "Groups and teams are not the same. A group is two or more individuals interacting with each other to accomplish a common goal. Teams are mature groups that share a common purpose, responsibility, and accountability for achieving performance goals. Teams start out as groups, but not all groups become mature and interdependent or teams.." Which means that groups and teams are not the same. Teams start out as groups, but not all groups are teams. However, both have the same end, namely achieving a goal that is desired. Synergy can have one of the teams or groups. Although teams have advantages over groups, both can be used to achieve common goals. Teams and groups share many common characteristics, including: 1) They form when two or more people interact 2) Teams and groups provide structure for the work and interactions of their members. 3) Their members may perform certain technical, leadership, problem-solving, and emotional roles. 4) Members of groups and teams share a common purpose. 4. The Leaders Role In Creating Synergy & Collaborative Decision Making Teams need leaders even if they do not need guidance. Leaders chosen from among the team members must facilitate decision making by holding meetings together, coordinating agendas, and following up on goals and results. Sometimes leadership roles rotate among team members to ensure that no one individual dominates. The team leader's job is to make sure that everyone on the team is heard and to create an atmosphere where ideas can be expressed without fear. Some ideas may seem useless at first, but with additional thought they can become great ideas. The leader must make sure these ideas are heard, or they will give up. Without a leader who creates an environment of trust and objectivity that is fair and supportive of each member, the team can lose sight of its group goals and fail to achieve individual goals. Each member must be able to trust each other in order to work well, set aside individual achievements, and refuse to take advantage of other members. The leader must encourage others to do things differently and to seek new, better ways to achieve the team's goals. Here are some of the roles of leaders in creating synergy and collaboration within a team to produce a decision: a) Trusting Decisions Everyone on the team must be able to trust the other members. Usually, when we think of trust, we consider whether or not we can trust them. Trust in decision-making teams is broader and can be divided into three categories: • trusting the agreement of goals, • trusting the knowledge of each members • trusting the behavior of each member. b) Trusting the Agreement of Goals If team members appear to disagree with the goals of the group, their decision-making ability will be affected, more likely to show delays. argumentative behavior, or decreased enthusiasm. This creates distrust and opposition within the team. Teams that disagree about goals will be confrontational and undermine decision-making ability. c) Trusting Each Member's Knowledge When a team is faced with a challenging task, it is clear that each member must know his or her responsibilities and must be able to apply that knowledge in a satisfactory manner. d) Trusting Each Member's Behavior Decisions are influenced by the behavior of team members. When all members demonstrate a "can do, let's fix this" approach to a problem, teams can achieve great results. This is seen in fundraisers or membership drives, where teams compete to raise the most money or sign up the most new members. Conversely, team performance will suffer if team members are known to have personal motives to influence the team, conflicting with their decision-making needs. Schedules sometimes cause conflict because of team members' personal choices. Be careful not to let personal motives enter the decision-making process. e) Removing Barriers to Team Decision Making Communication keeps teamwork going. According to Price Pritchett in his book Teamwerk communication is the make-or-break issue in problem-solving groups. He says that second-order communication is the cause of the demise of high-quality teamwork. f) Communication and Goal Agreement When the team disagrees about goals or issues, be honest with the group. The team cannot make appropriate decisions or solve problems if members do not agree on the desired outcome. g) Communication and Mistrust of Knowledge If we are going to solve problems, we must engage in tasks that use our talents. If one of us does not have enough knowledge to do our best work, we need to change the task. If we receive a negative response from the team or an unpleasant response from an individual member, follow up on the issue. Chances are, you have a weakness in the team’s work, and others know about it. By bringing the issue to the forum, you can open the lines of communication. h) Communication and Mistrust of Behavior Confronting team members who are talking about bad behavior can be difficult, but it is essential. When you see the team working slowly or behaving in an unusual way, tell the group. C. CONCLUSION The conclusion that I can draw is that synergy and collaborative decisions are two things that are interrelated and important to implement in decision making. Without synergy, collaborative decisions cannot be implemented properly. Likewise, without collaborative decisions, there will be no such thing as synergy or cooperation. To get the best decision, both of these things must exist. With synergy and collaborative decisions, more alternatives will emerge that can make a decision better and more satisfying. D. IMPLICATIONS I hope that in the future these two things will continue to be implemented together. Because many leaders have good cooperation but they don't want to listen to suggestions from their subordinates or other parties, which is not good. And there are also many leaders who prioritize the opinions of other parties so that cooperation with their subordinates cannot be implemented properly. E. RECOMMENDATIONS I suggest that leaders develop these two things together in order to achieve maximum results. And also all the things that have been described above are implemented, not just known, because this can also affect the results of the decisions made.