Integrating business and IT personnel in an organizational team will provide good conditions for mutual integration, but it is not necessarily natural to form a real team. The business and IT personnel in some teams belong to different line organizations, but they also form a good team.
To judge the integration status of a team, you can ask its members: "What help did you provide to other members of the group? What help did others provide to you?" As long as there is a lot of collaboration between each other, it can be considered a real team.
As long as relatively good results are achieved in the end, without exception, there will be a team that integrates business and IT. Everyone, regardless of each other, has the courage to take responsibility, take the initiative to make suggestions, and support each other.
In such a collective, you will feel particularly dependent, you can release your own energy wholeheartedly, and your personal role seems to be magnified. At the end of the day, although physically exhausted, mentally it is full of joy and excitement. When I wake up every morning, I can’t wait to return to the team.
If you find that there is not much mutual help from the team members' replies, then you can conclude that this is not a real team. In such a team, there is a clear working boundary between the business and IT, a lack of effective interaction and coordination, cannot borrow each other, and cannot feel the power of the team.
As a manager, you must be soberly aware that the way of cooperation between business and IT to perform their duties is no longer in line with the requirements of the times. From the beginning of the formation of the team, it is necessary to build a real team as the goal. To address the problems in this process, scientific management methods should be adopted.
If a team cannot become a real team, there must be problems in all aspects. Its typical manifestation is the lack of sufficient trust among members, trying to avoid disputes and conflicts, lack of investment in team activities, avoiding their responsibilities, and ignoring the collective goal of common results.
If you want to build enough trust between team members, you must let the team members have more understanding. Encourage everyone to show their unknown side. You can try it out at the beginning, and as the mutual understanding deepens and the positive feedback that comes with it, the trust in the team will gradually strengthen.
Active arguments will promote timely resolution of problems and at the same time promote team growth. Encourage frank and open discussions among team members, guide everyone to put forward their own opinions from different perspectives, and allow fierce confrontations and collisions of opinions and concepts between each other.
The team must set clear mission objectives, timelines, and quality standards. Promptly announce the achievement of the team's goals, their respective contributions, and lessons learned. Please review and reflect, learn from each other and improve. To reward the collective achievements of the team, encourage everyone to win team honors together.
