Perhaps one of the most important tasks for an efficient team is the ability of problem-solving. Problems usually are tackled by the whole team or one individual of the team depending on the spectrum of the effect of the problem. Usually problem-solving deals with the team coming up with practical and immediate solutions so that the overall performance of the team is not affected; or it mainly deals with tackling unforeseen circumstances and adapting to them to avoid loss in form or shape (Adair and Thomas, 2004). The biggest problem the team leader faced was: how can these enemies open up and talk about what is really inside their hearts so that progress can be made? He did that and from that point onwards, they were highly successful. When the team shares the same objectives and goals and wants to succeed within the same setup that is when they are most inspired to work hard and find effective solutions that might not be so simply achieved. It is solely the task of the team leader to make sure that the whole team is on the same page and to allow them the space to be creative and original when coming up with effective solutions. It is also partly dependent upon the presentation of the problem that can inspire a team and this representation is also the team leader's job. Also, the team is made to feel that they can come up with a solution even if at first it doesn't seem likely or takes a long time. This encourages the team members to hone their abilities and then work together with each of their stronger attributes to come up with the likely solutions (Adair and Thomas, 2004).

The overall attitude of the team is what determines whether an environment for creative thinking can actually exist. If the team shares an ambience of mutual interaction, principles, self-confidence and management then the logical and creative environment needed to perform at a high class level can not only be created but maintained over along...

What the team needs is the capability to see the problem as a structure and then deal with each section of the structure separately to cause an overall positive effect. All these sections of the structure then need to be solved within a framework of logical and reasoned steps that will help the problem structure to not only be solved but also be stronger. Once each of these sections has been separately solved then the whole problem structure needs to be put together using intelligent and sharp methods. This is perhaps the most common feature that is found amongst teams that insist on giving high performances at a consistent rate in both outsourced and non-outsourced sectors of the business (Adair and Thomas, 2004). The author of the story, even though, had the ability to break the problem into numerous sections; he also had the ability to see the connections between the different sections and rethink his strategies not only for one section but also for the whole structure when coming up with a solution so that no one solution of a section can cause a problem for another section.
Conclusion

It is important to note that decisions made by team leaders directly impact the performance of the team. The top leadership has got to set the guidelines and benchmark for team performances and take active participation in the business processes. Clear communication of goals, strategies and tactics; constant training of operational and functional skills; spending time with team members; creating a positive working atmosphere; understanding the strengths and limitations of all team members lead towards an environment where average teams can become high performing teams and where enemies can sit in the same room and talk about how progress can be made towards positivity.

References

Adair, J.E. And Thomas, N. (2004). The Concise Adair on Teambuilding and Motivation. Thorogood. London.