Main Characteristics of Effective Teams


A team is a group of people with diverse skills who labor together to achieve a common goal, set common goals, and devise a policy for which they are all accountable. Communication, collaboration, interrelated tasks, and a shared norm are crucial aspects of effective teams. Teams are frequently viewed as three-stage structures that employ resources, manage internal procedures, and achieve specified results. The Systems Theory suggests structural elements of cooperation by pointing to regular communication and coordination mechanisms (Mayo, 2020). Seven of the most well-known structural characteristics of an effective team are clear goals, acceptable cultures, specialized labor, discrete activities, proper administration, applicable workers, and adequate resources. Organizations are saturated by specific ideas or behavior, either openly stated in mission statements or implicitly. A clear vision that incorporates the organization’s key ideas is required in teamwork. Mission statements communicate and integrate these fundamental values, thus engaging and motivating individuals. They are used to set attainable and realistic team objectives. Goal planners better know the assignments and are more motivated to complete them.

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Team members share an overarching aim beyond professional goals; they become motivated to highlight their similarities without sacrificing their particular professional contributions. As a result, healthcare organisations offering psychology and counselling must devise acceptable patient objectives and link them to the team and professional goals while keeping faithful to their mission (Janardhanan et al., 2020). Teams must be acknowledged and incorporated within their organisations. For all teams, firms must set clear objectives and procedures for accountability. Organisational culture is responsible for converting shared values into behavioural standards. However, there may be cultural misalignments and frictions between sustaining improved health and sticking to the aim of the healthcare establishments during economic rationalism. Team norms are less likely to be followed by higher-ranking teams, exacerbating internal conflict (Annosi & Brunetta, 2018). Teams must execute tasks that add value to the organisation and align with the team’s mission, capabilities, and attitudes. Tasks should be sufficiently stimulating to the team members to attain accountability and ownership for achievement. Within a team, individual responsibilities must be established and conveyed effectively.

Duties must be adaptable to specific variances, professional growth desires, and membership dynamics in a team. Teammates must discuss their accountabilities to execute a spectacular and vital task, and team positions should be replaceable in the ideal situation. Due to disparities in positions, and social abilities, there is often a conflict between a practitioner’s function and how others perceive it. Role conflicts can be minimised when healthcare practitioners interact across professions in the patient’s best interests, notwithstanding the uneven focus on professional issues (O’Neill & Mclarnon, 2018). The more complex and complicated the team’s mission, the more required a leader becomes. The leadership should represent the team’s current level of growth. Teammates become more competent and self-sufficient in their responsibilities when leaders transfer authority successfully through proper communication (Ratna, 2019). Professionals have traditionally been given and accepted the administration of care teams, regardless of their competency. It is crucial to have the correct number of team members with the right tasks and interpersonal abilities to avoid interpersonal conflicts in the workplace.

It is best to balance heterogeneity and homogeneity in terms of members’ talents, interests, and histories. Homogeneous teams are people with similar personalities who work together to complete tasks swiftly and efficiently (Andrejczuk et al., 2019). On the other hand, heterogeneous teams consider the diversity of their members and so facilitate problem solving and innovation. Teams must be given enough financial capacity, technical and administrative support, and professional training by their firms. Communication and cohesion should be provided by a safe physical background in which teams work closely with each other (Wohlers & Hertel, 2018). Healthcare commitments and training requirements, and concerns about patient safety and privacy, may cause conflict in healthcare settings. Teamwork necessitates developing and managing connections among people with various characters and experiences and professional and non-professional backgrounds. Self-awareness, trust, determination, and adaptability are required for individual engagement in cooperation. In a healthcare context, each team member provides four images, including career and individual self-image, professional outlooks, understanding of co-worker’s abilities and responsibilities, and decisions of colleagues’ views.

Self-awareness and competence are the foundations of trust in the healthcare system because they lead to good nurse-patient relationships, particularly in counselling and psychology. Trust is created over time among team members with varying skills, assumptions, and priorities as trust in one another’s knowledge and dependability grows (Younas et al., 2020). Besides, appreciation for another’s knowledge and skills is an essential component of trust. Team members should freely address any parallels and variances in their trained ideas and values to respect healthcare personnel. Trust builds as team members understand and respect one another’s unique abilities and commitments to harmonised patient care. Self-awareness and the capability to trust others are essential components of commitment. Individual members are inspired and pushed by a shared set of goals and ideals (Reeves et al., 2018). Substantial levels of commitment allow individuals to prosper in the face of challenges and circumstances. Dedication in healthcare teams is driven by a common goal of providing inclusive patient care and confidence that cooperation is best to offer this collaborative care.

Committed workers are keener to invest directly in the team, engage in policymaking, and preserve collaboration and interdependence. Flexibility is the ability to keep an open mind, accept a wide range of personal beliefs, and respond to other people’s ideas. Trustworthiness, self-awareness, reflection, and self-control are all prerequisites for flexibility. In addressing the requirements of patients, members of healthcare teams must recognise role overlap and assist one another. Furthermore, renegotiating professional principles, identification, and frames of reference are usually necessitated by planning and resource allocation changes. The potential of an inter-professional healthcare team is recognised when every individual takes a leadership position. The member as a leader identifies the power of his or her certified skills and accepts the role of actively engaging in relationship-centred, effective, safe, and quality healthcare services (Weiss et al., 2014). The leader is responsible for drawing out the leadership stance in all members by initiating self-regulation, self-awareness, positive communication, empathy and encouraging these behaviours in other people.

Teams must have cohesiveness, cooperation, decision-making, communication, dispute resolution, performance feedback, and social ties to cultivate these characteristics in counselling and psychology. Coordination is the term used to describe the systematic interpersonal actions essential to perform multifaceted tasks. Teams must welcome diversity and reduce disparities among members to adequately exploit expert abilities and expertise. Coordination is facilitated by mutual knowledge of the team’s objective and culture, as colleagues agree on the costs and rewards of working together (Tannenbaum & Salas, 2020). Communication is the observable transmission of information and understated shifts in power, value, and attitude. Effective teams necessitate effective communication channels, clearly defined responsibilities, and effective delegation. Individuals in counselling and psychology should regularly listen and develop mutual information exchange. Communication is improved through joint decision-making and formal and informal dialogues (Burtscher et al., 2020). Meetings should have explicit agendas and be conducted so that each participant contributes. Furthermore, the validity of the team’s functioning is ensured via strong two-way communication links across team borders and with the organisation.

Cohesion among team members measures their commitment to the team and their job. Members interrelate cohesively around the team’s task of attaining the set goals. They feel a sense of belonging and desire to stay on the team for future initiatives (Forsyth, 2018). Cohesion is enhanced through team numbers, similar mindsets, and closeness. Appropriate performance feedback, perseverance in the face of adversity, excellent communication, and adherence to standards contribute to success (Dinh et al., 2021). Professionals should obtain teamwork training to strengthen relational team processes like communication, coordination, and cohesiveness. Team members must receive consistent instruction for individuals to reduce the differences in attitudes toward collaboration that have been perpetuated in the past by various career patterns of practice. A varied collection of individuals’ knowledge and skills usually offers more data and results in more sound findings. On the other hand, individual autonomy may be undermined if shared ideas and responsibilities are disseminated across the entire team. Moreover, various decision-making procedures are necessary, based on the power of the team’s goal and developmental stage.

Interpersonal challenges in the workplace and operational problems are common causes of destructive team conflict. Consequently, team leaders and junior staff members need mediation methods and effective communication to deal with conflict and keep it from escalating into something dangerous (Porr et al., 2019). Professional assumptions and disputes must be openly addressed and handled in a patient-centred approach to minimise conflicts and differences in healthcare teams. Leaders who are successful in facilitating a proactive leadership stance throughout their teams recognise that their perspective is incomplete and realise the worth of engaging the power and the wisdom of the collective; thus, they create a sustainable, relationship-based, and productive team cultures that are resilient in the face of thriving and change over time (Salas et al., 2015). In healthcare inter-professional leadership, team means that both the leader and team members must be ready to share team leadership roles and be conscious of group changes to work with broadly diverse interests, skills, and values.


In conclusion, having a defined purpose that matches the organisation’s vision allows teams to be more resourced, supported, and integrated. In addition, strategic planning procedures in healthcare companies can call for the collaboration of numerous teams. Leadership patterns and styles must be clear and matched to the team’s developing stage. All team members should have precisely defined roles, and the team leaders should preferably possess the essential skills. Teams that have the least number of members to fulfil their goals are more productive, and participation should be defined frequently by patient needs. At the same time, team members must value and recognise their contributions to the organisation. Individuals who have a high level of self-awareness can respect and trust their co-workers’ efforts.

Leaders must have organisation, cohesiveness, cooperation, decision-making, communication, dispute resolution, performance feedback, and social ties to cultivate teamwork characteristics in counselling and psychology. Democratic voting approaches can reduce the time it takes to decide and reduce interpersonal conflict. Still, they come at the expense of lesser participation and acceptability of the results. Team decision-making could become problematic when senior counsellors’ viewpoints are rewarded far more than other members. Disagreements within a team can be both a source of invention and destruction. To encourage creativity and foster successful problem solving, teams in the psychology and counselling field must adequately manage diversity. Disputes ensue when a health professional views the merits and objectives of other team members solely through the perspective of the expert’s frame of reference.


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