Team Collaboration Article Series

Introduction

Team collaboration is the default operating system for humanity. If you dig into the history of any widely acclaimed historical or contemporary figure (scientist, politician, business leader, etc.) you will find in the vast majority of cases that their work and contributions could only have been produced with the support and assistance of other people, often in clearly defined teams. These team collaborations can be very diverse, including being completely informal or formalized in an institutional structure, may always consist of the same individuals or have frequently changing membership, and may operate for years or minutes. The common factors are that there are goals to be achieved, and that people are working together to achieve those goals.

The vast majority of work environments operate in team collaborations in some form or another. In some industries and organizations, these teams are very clearly defined and formally structured, with hierarchies, titled team leaders, and rigid processes that determine how individuals operate and advance in the team. Other industries and organizations have much less defined and formalized team environments, with teams assembled to achieve a single purpose, but individuals in them still work with other individuals in teams to achieve goals, whether it is called that or not. 

For this series of 8 articles, I will focus on team collaborations in the workplace, and specifically on how to navigate any team from a non-leadership position. A lot of emphasis is placed on team leaders, and consequently many resources exist to support them. However, there are many more team members without specific leadership roles than there are team leaders in the world, and their role in the team is just as vital and influential for achieving project goals. More importantly, everyone deserves to work in a healthy team environment, and everyone can contribute to and work towards making that a reality for themselves and others. 
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In this article series, I'll discuss:

1. Three types of objectives that you should work on keeping balanced when working in any team collaborations as an individual,
2. The key elements that make up a successful team collaboration, 
3. Some common issues that arise when some or all of these elements are missing and what you can do about it, 
4. How to approach supportive vs challenging team environments,
5. How to analyze power dynamics in a team context, and why this is important,
6. Considerations when giving and receiving constructive feedback,
7. Conflict resolution strategies from a non-leadership position, and
8. Quitting: always an option to consider.