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Why do we saygroupinstead ofteam? A collection of people is not a team, though they may learnto function in that way. Ateamis a cohesive coalition of people working together to achieve the teamagenda (i.e., teamwork). Being on a team is not equal to total subordination of personal agendas, but itdoes require a commitment to the vision and involves each individual directly in accomplishing theteam’s objective. Teams differ from other types of groups in that members are focused on a joint goalor product, such as a presentation, completing in-class exercises, discussing a topic, writing a report, orcreating a new design or prototype. Moreover, teams also tend to be defined by their relatively smallersize. For example, according to one definition, “A team is asmallnumber of people with complement-ary skills who are committed to a common purpose, performance goals, and approach for which theyare mutually accountable.”The purpose of assembling a team is to accomplish bigger goals that would not be possible for theindividual working alone or the simple sum of many individuals’ independent work. Teamwork is alsoneeded in cases where multiple skills are needed or where buy-in is required from certain key stake-holders. Teams can, but do not always, provide improved performance. Working together to furtherthe team agenda seems to increase mutual cooperation between what are often competing factions. Theaim and purpose of a team is to perform, to get results, and to achieve victory in the workplace andmarketplace. The very best managers are those who can gather together a group of individuals andmold them into an effective team.6.3Compatibility of Individual and Group PerformanceAs a manager, you will need to understand the compatibility of individual and group performance, typ-ically with respect to goals and incentives. What does this mean? Looking at goals first, there should becompatibility between individual and group goals. For example, do the individuals’ goals contribute tothe achievement of the group goal or are they contradictory? Incentives also need to be aligned betweenindividuals and groups. A disconnect between these is most likely when individuals are too far insu-lated from the external environment or rewarded for action that is not consistent with the goal. For ex-ample, individuals may be seeking to perfect a certain technology and, in doing so, delay its release tocustomers, when customers would have been satisfied with the current solution and put a great priorityon its timely delivery. Finally, firms need to be careful to match their goals with their reward structures.For example, if the organization’s goal is to increase group performance but the firm’s performance ap-praisal process rewards individual employee productivity, then the firm is unlikely to create a strongteam culture.