Team effectiveness is measured by the percentage of people in a group who actually make efforts which push the business forwards. It does not imply a personal contribution of every worker they make while performing their direct duties; team effectiveness rather characterizes a group as a body every part of which is highly functional in simultaneous cooperation with the others. Leaders who appoint problem-solving teams are sometimes disappointed at the dynamics of their teams: despite they invite really good experts, all these people put together cannot work as a group. They constantly bump into a critic of their colleagues or feel inferior among all these people.
Poor group dynamics may be caused by several factors. On the one hand, a group may have a dysfunctional leader who fails to organize their work. On the other hand, members of the group may have certain behaviors which deter an efficient collaboration. For example, some members may be reluctant of expressing their personal view not to show that they disagree with the leader. Others may behave aggressively or critically towards their colleagues, make others feel miserable or make some jokes when it is inappropriate. Yet other members will be withdrawn from the discussion or willing to reach a consensus instead of a right decision.
If leaders notice the first signs that their group has a poor dynamic, they need to take immediate steps. Providing a feedback, leaders will control the behavior of group members so that they do not oppress each other. It would be great to define roles and responsibilities for everybody so that members do not procrastinate or take more than they can do. Team building exercises have a good reputation in enhancing cooperation between individuals and combating “black sheep effect”.