Individual Report: Organizing and Collaborating the Team During Film Production

In film production, the collaboration of the people involved in the production and implementation of the primary goals is a critical step to ensure the success of the film. The first step in organizing and collaborating the team involved a discussion establishing the pros and cons of the particular project of making cities. The team assembled had worked with different personalities and their take on the topic was quite distinct from each persons perspective. The research about the film was undertaken in a general direction with each using his best-suited strategy and later tabling all the information gathered about the sites and time for shooting the film. The independence of collecting data by various personals was a key strategy of ensuring that as much as possible data was taken using different methodologies from the experience of the personnel as a tool to achieve maximum results from the field. After the research, the collaborated team developed a team dynamics strategy to enhance the operation and remove the differences that might exist between the groups.

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Team dynamics was an important part of the process, and both internal and external measures were considered in ensuring that there was unison of the factors affecting all the members of the team. With the team members being under pressure to embark on other projects they had pending, the issue of pressure was imminent in the production of the film. The case of some of the team members having faction by the mode of operation of other members was a significant setback for the team, but through a precise resolution technique, the issues were resolved. Productive meetings were held where various team composition and roles were identified and made known to the members. Different decisions, as well as the sources of power, were determined to resolve various team building measures. With the employment of these actions, the personals were able to identify the direction and role without compromising the success of the project. With particular forms of cohesiveness and goals specifications related to the technology. We also developed forms of cohesiveness involving social aspects, task cohesiveness which ensured that both on the field and in the compilation of the results was efficient and with minimal supervision.

Establishment of the roles and relationship of the team members was considered as a crucial step in realizing the common goals set in the production of the film. By acknowledging that the strength of individual members of the team working together was key in making the film production successful, the team members were harnessed and collaborated as a conventional unit. The team was taken through a learning experience of the importance of collaboration as well as clear communication in an establishment of trust among the team members. Through this, we developed virtual teamwork among the members which acted in a positive direction towards the success of the team in the management of the challenging project of making cities by the creation of a diverse team. The leadership for the film provided support to the team members by the creation of supportive social relationships with the defined team members. We also set the ground rules which were supposed to apply to every member of the team with no compromise no matter the situation unless where the situation deemed so. Through the building of trust, the work environment was considerably advanced as the team members were directed to establish the aspect of confidence since they were acting in the capacity of a single entity.

Conflicts and disagreements are part and parcel of any operation of a project involving a collaborated team. Miscommunication and emotions mainly cause conflicts and disputes, and unluckily my team was not an exception in this case scenario. Lack of information and misinformation were the start of conflicts as well as various members of the team letting their emotions direct the decisions they make in the workplace. In one case, one member of the team advocated that a shooting was to be done in the evening but did not specify the time. Most of the other officers turned out as early as 2 pm only to find the member who gave the time not available and he was the director for the part, so they had to wait. This resulted in a conflict among the parties, but the communication breakdown between the managers for the episode was the primary cause of the misinformation which led to conflict and other members turning down the work for the day. In resolving the conflict, I defined the acceptable behaviors for the members by determining what is expected of them were my first step. I advised that if an activity is set for a certain day, no person was to boycott the event no matter what as it was a compromise of the achievement of the set goals. In the management of the conflict, I advised the members to view the dispute as an opportunity for potential growth acknowledging to them that one day they will act in a management or leadership position and this opportunity should help them understand the pressure and scope of operation of the activities they indulge in.