Editing Team (section)

==Not all groups are teams==
Some people use the word "team" when they mean "employees".  A "[[sales]] team" is a common example of this loose or perhaps [[euphemistic]] usage, though inter-dependencies exist in [[organisations]], and a sales group can be let down by poor performance in other parts of the organisation upon which sales depend, like delivery, after-sales service, etc.  However "sales staff" is a more accurate description of the typical arrangement.

Groups develop into teams in four stages:<ref>
Wheelan, S. (2010). Creating Effective Teams: a team for 5 to 6 naks</ref>

# dependency and inclusion
# counter dependency and fighting
# trust and structure
# work

In the first stage, group development is characterized by members' dependency on the designated [[leader]] (identical to 'Forming' in Tuckman's model). In the second stage, the group seeks to free itself from its dependence on the leader and groups have conflicts about goals and procedures (identical to 'Storming' in Tuckman's model). In the third stage, the group manages to work through the conflicts (identical to 'Norming' in Tuckman's model). And in the last stage, groups focus on team productivity (identical to 'Performing' in Tuckman's model).{{Clarify|date=March 2011}}

One aspect of teams that can set them apart from other groups is their level of autonomy. Hackman developed a hierarchical model of team autonomy which consists of four levels of team self-management. It is imagined along a continuum, starting with a manager-led team in which team members complete the required tasks but someone outside the team performs the executive functions. As the person's job it is who performs the executive functions is to define the goals and methods for the team, the team itself holds the sole responsibility of the execution of the work that needs to be performed.<ref>Thompson, Chao-Ying Wang Maurice. Making the Team: a Guide for Managers. Prentice-Hall, 2004.</ref>  Next in the hierarchy are [[self-managing team]]s, followed by self-designing teams. Finally, at the top of the hierarchy, come self-governing teams.  The model describes four different types of control that fully self-governing teams can possess. These include control over the execution of the task, monitoring and managing work processes, control over the design and performance of a team, and setting the overall direction of the team.<ref name="Forsyth, D. R. 2006 P. 351-377" />

To understand how teams deliver extra performance, we need to distinguish between teams and working groups. A working group's performance is made up of the individual results of all its individual members. A team's performance is made up of both individual results and collective results. Teams produce work products/results though the joint contributions of team members. This is what makes the team's collective performance greater than the sum of all individual members’ best performance. In short, a team is more than the sum of its parts.<ref>[http://www.jointeambuilding.com/business-tools-for-success/how-to-tell-the-difference-between-groups-and-teams/ Group vs Team]</ref>