Struggling with Team Cohesion: How Can I Encourage Better Interaction Among Teams?

Hi All,

I am an HR professional of a firm with a total employee strength of 65 employees. The problem I am facing is that one of our teams (12 members) doesn't gel well with the other teams. I have tried organizing team outings, but only 2 members participated. Even during our office celebrations, they do not actively participate.

Can you suggest any ideas to help me deal with this situation?

Regards,
Utkarsh

Clarification Needed on Team Dynamics

Can you please tell us the nature of your industry? When you say "one of your teams," in which department or section does this team work? What do you mean by "one of our teams (12 members) doesn't gel with other teams"? What is the adverse impact of them not getting along with other teams?

In the process flow of the work, where do they stand—at the beginning, in the middle, or at the end? To whom does this team report? What efforts has their Head of Department (HOD) made to integrate this team with others? Did he use any authoritarian methods, and if so, what was the outcome? Do the team members working in this team possess special skills or qualifications? Do they have an exaggerated sense of their own value or importance, and if so, why?

There are many questions associated with your post. Please provide further clarification. Based on the incomplete information, it would not be fair to give you a solution.

Thanks,

Dinesh Divekar

Team Dynamics in the Financial Sector

Thank you for your attention to this matter. We are in the financial sector, and the team I am referring to is in research. We have mainly CAs and CFAs in this team, all within the age group of 25-35.

In our office, only 38 employees are present, while the rest are in our other branch or deputed at client locations.

Impact of Not Connecting with Other Teams

What is the adverse impact of not connecting with other teams? We always strive for this team to connect with all, sometimes giving them priority. For instance, in a recent team outing, we postponed it by four weeks, but only two members from the research team participated. This upset other teams as they feel we prioritize the research team, who only join outings planned for them.

Current Efforts and Management Involvement

I would say we are in the middle as we continue to work on this. They report to the Research Managers first and indirectly to the VP. We haven't shared this with the VP or Manager yet as we want to make more efforts from our side. The manager joined the firm only 4-5 months ago.

Perception of Self-Importance

Do they have an exaggerated estimate of their own value or importance? Yes, I believe this is the main issue. Being in the research team, they are dedicated to their clients, and their qualifications may contribute to this.

Regards,
Utkarsh

Dear Utkarsh, from your second post, it emerges that your major concern is the team's refusal to participate in the team outing. If only two members have attended, it shows that they have done so out of their own choice. There is nobody to instigate them, but the boycott of the team outing was a result of groupthink. Individuals can exercise their choice, but the peer pressure in this team is so strong that the team members pick up the undercurrents of superiority and refuse to go along with others.

The team has a bloated sense of self-importance because they might have been pampered earlier by their bosses. In each industry, a section of employees is always treated with excessive indulgence, like chefs in general and corporate chefs in particular in the hotel industry.

As of now, their team spirit is working contrary to the organization's interest. Therefore, you may try to infuse divisiveness among them. When they start fighting among themselves, the focus of members will shift from outward to inward. The second solution is to give them stiff targets. When they fail to meet the targets, they will understand that they are as common as other teams.

I have given two solutions. Think of something on your own! I see the whole situation as a failure of leadership as well. They evoke no fear of leadership while plowing their lonely furrow. If leadership is unable to sense what you are sensing, then it is quite unfortunate. Discuss with your leadership once. If they understand, then well and good; otherwise, forget it. Over a period of time, move on to the next organization!

Thanks,
Dinesh Divekar

Thank you, Dinesh, for the solutions. I agree with your point that "The team has a bloated sense of self-importance because they might have been pampered earlier by their bosses."

Today, we had a small discussion with the new manager about the team, and he also sensed the same thing in the team. He assured us that in the next team activity or celebration, he will speak to the team to encourage participation. Also, we are planning to arrange a seminar related to team building and its importance for the team members.

Let's hope for the best. Once again, thank you for your time and input.