Successful Teamwork - Revision history

TeddyKush: /* Team attributes */

2023-05-09T21:51:25Z

Team attributes

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	'''Common goal'''		'''Common goal'''

	As already mentioned in the definition of a team, a common goal is essential for successful teamwork. It provides the direction and especially the purpose for the team. When team members share a common vision, each person is motivated and committed individually archive it. The team's common goal should be specific, measurable, achievable, relevant, and the scope should be clear. Without a clear common goal, team members may have different priorities and work in different directions, which can lead to confusion and hinder the performance of the team. ~~<ref name=Hoegl />~~		As already mentioned in the definition of a team, a common goal is essential for successful teamwork. It provides the direction and especially the purpose for the team. When team members share a common vision, each person is motivated and committed individually archive it. The team's common goal should be specific, measurable, achievable, relevant, and the scope should be clear. Without a clear common goal, team members may have different priorities and work in different directions, which can lead to confusion and hinder the performance of the team.


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	The composition of a team is a important factor for successful teamwork. The composition of the team must be aligned with the different tasks, ensuring that the right people are in the right positions. Diverse backgrounds and experiences of the individuals can bring different perspectives and ideas which enhaces the creativity and problem-solving abilities of the team. On the other hand too different personalities can be an obstacle because they could have very different working styles which could result in conflicts. It is important to find the right balance and make ensure a positive team atmosphere. Therefore, carefully considering the team composition can lead to a more effective and successful team.		The composition of a team is a important factor for successful teamwork. The composition of the team must be aligned with the different tasks, ensuring that the right people are in the right positions. Diverse backgrounds and experiences of the individuals can bring different perspectives and ideas which enhaces the creativity and problem-solving abilities of the team. On the other hand too different personalities can be an obstacle because they could have very different working styles which could result in conflicts. It is important to find the right balance and make ensure a positive team atmosphere. Therefore, carefully considering the team composition can lead to a more effective and successful team.

	~~<ref name=Hoegl /> <ref name=Mathieu /> <ref name=Salas /> <ref name=Tannenbaum />~~

	'''Common values'''		'''Common values'''
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	Identification with the team and emotional bond to the team are another important attribute for the success of a team. When team members identify with their team and feel emotionally attached to their team, they are more motivated, more committed and more loyal to their teams. This leads to higher performance of the team. The emotional bond is something that can be build up with time and shared experiences.		Identification with the team and emotional bond to the team are another important attribute for the success of a team. When team members identify with their team and feel emotionally attached to their team, they are more motivated, more committed and more loyal to their teams. This leads to higher performance of the team. The emotional bond is something that can be build up with time and shared experiences.

	~~<ref name=Katzenbach_Paper /> <ref name=Hackmann_book /> <ref name=Tannenbaum /> <ref name=Lencioni /> <ref name=Salas />~~

	'''Clear roles and work distribution'''		'''Clear roles and work distribution'''

	To clarify the roles in a team and to distribute the work task makes a team more successful as well. Well defined roles mean clear responsibilities for different tasks and people, and the team members know exactly what is expected of them. By a fair work distribution it can be ensured, that each member is contributing to the success. In contrast, no roles or no work distribution could lead to confusion and inefficient performance, since the same people might do the same tasks.		To clarify the roles in a team and to distribute the work task makes a team more successful as well. Well defined roles mean clear responsibilities for different tasks and people, and the team members know exactly what is expected of them. By a fair work distribution it can be ensured, that each member is contributing to the success. In contrast, no roles or no work distribution could lead to confusion and inefficient performance, since the same people might do the same tasks.

	<ref name=Barkley /> <ref name=Belbin /> <ref name=DuBrin /> <ref name=Hackmann_book /> <ref name=Hoegl /> <ref name=Katzenbach_Paper /> <ref name=Kerzner /> <ref name=Lencioni /> <ref name=Mathieu /> <ref name=Robbins /> <ref name=Salas /> <ref name=Tannenbaum /> <ref name=Tuckman />

	== The IPO-Model ==		== The IPO-Model ==

TeddyKush: /* Interpersonal attributes */

2023-05-09T21:50:57Z

Interpersonal attributes

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	When team members build strong relationships, they are more likely to comunicate better, trust each another more, and collaborate better. Good relationships between team members makes them enjoying the time together which results in a positive work environment and increase job satisfaction, which can then improve team productivity and overall the success. Attributes like trust and respect are correlated to the relationships.		When team members build strong relationships, they are more likely to comunicate better, trust each another more, and collaborate better. Good relationships between team members makes them enjoying the time together which results in a positive work environment and increase job satisfaction, which can then improve team productivity and overall the success. Attributes like trust and respect are correlated to the relationships.

	~~<ref name=Hackmann_book /> <ref name=Katzenbach_Paper /> <ref name=Lencioni /> <ref name=Robbins /> <ref name=Tannenbaum />~~

	'''Communication''''		'''Communication''''
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	The better the communication, the more successful a teamwork is. The ability to provide ideas and information clearly, listen actively and process the information helps teams work more efficiently and make better decisions.		The better the communication, the more successful a teamwork is. The ability to provide ideas and information clearly, listen actively and process the information helps teams work more efficiently and make better decisions.
	A failure in the communication can cause complete failure of a team. The communication can vary between team members. Some combination of individuals might have a good communication while others can have a bad communication between each other. Poor communication can lead to misunderstandings, conflicts, and delays in completing tasks. Therefore, it is important for team members to establish clear communication channels and protocols.		A failure in the communication can cause complete failure of a team. The communication can vary between team members. Some combination of individuals might have a good communication while others can have a bad communication between each other. Poor communication can lead to misunderstandings, conflicts, and delays in completing tasks. Therefore, it is important for team members to establish clear communication channels and protocols.

	<ref name=Barkley /> <ref name=DuBrin /> <ref name=Hackmann_book /> <ref name=Hoegl /> <ref name=Katzenbach_Paper /> <ref name=Kerzner /> <ref name=Mathieu /> <ref name=Robbins /> <ref name=Salas /> <ref name=Tannenbaum />

	'''Trust'''		'''Trust'''
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	Trusting each other helps team members work effectively together, which leads to better results. Trust correlates strongly with the relationship among the team members. Teams which trust each other are more likely to share knowledge, give honest fedback, and work collaboratively towards the same goals. This is very important when it comes to decision making processes, where trust is needed for open and honest communication. Trust is also important in creating a positve team dynamic, where team members have their safe zone and feel secure in their relationships to each other. Without trust, teams might struggle to work effectively and miss their goals. Therefore, trust building strategies should be a priority for any team looking to improve their performance.		Trusting each other helps team members work effectively together, which leads to better results. Trust correlates strongly with the relationship among the team members. Teams which trust each other are more likely to share knowledge, give honest fedback, and work collaboratively towards the same goals. This is very important when it comes to decision making processes, where trust is needed for open and honest communication. Trust is also important in creating a positve team dynamic, where team members have their safe zone and feel secure in their relationships to each other. Without trust, teams might struggle to work effectively and miss their goals. Therefore, trust building strategies should be a priority for any team looking to improve their performance.

	<ref name=Barkley /> <ref name=DuBrin /> <ref name=Hackmann_book /> <ref name=Hoegl /> <ref name=Katzenbach_Paper /> <ref name=Katzenbach_Book /> <ref name=Lencioni /> <ref name=Mathieu /> <ref name=Tuckman /> <ref name=Robbins />

	'''Respect'''		'''Respect'''

	Respect is like trust, correlated with the relationship among the team members and it is another very important factor for the success of teamwork. It enables the individuals to listen and acknowledge each others ideas and perspectives and fosters a sense of inclusion. Teams that have a culture o respect create an environment where everybody feels safe to express their opinions, to take risks, and to make mistakes without the fear of getting blamed. Such an environment encourages creativity and innovation, which then lead to a higher team performance.		Respect is like trust, correlated with the relationship among the team members and it is another very important factor for the success of teamwork. It enables the individuals to listen and acknowledge each others ideas and perspectives and fosters a sense of inclusion. Teams that have a culture o respect create an environment where everybody feels safe to express their opinions, to take risks, and to make mistakes without the fear of getting blamed. Such an environment encourages creativity and innovation, which then lead to a higher team performance.

	~~<ref name=Barkley /> <ref name=DuBrin /> <ref name=Hackmann_book /> <ref name=Hoegl /> <ref name=Lencioni /> <ref name=Robbins />~~

	'''Collaboration and cooperation'''		'''Collaboration and cooperation'''

	Collaboration and Cooperation are as well essential for successfull teamwork. The collaboration and cooperation can be affected by previous mentioned attributes. Collaboration means workingtogtether to achieve your own goals while collaboration means working together towards the same goal. In terms of teams collaborations is often the right term, but also cooperation within a team can happen, for example if individuals hamve their own goals apart of the common shared goal. Without collaboration or cooperation the team members would work individually and not together, which decreases the productivity.		Collaboration and Cooperation are as well essential for successfull teamwork. The collaboration and cooperation can be affected by previous mentioned attributes. Collaboration means workingtogtether to achieve your own goals while collaboration means working together towards the same goal. In terms of teams collaborations is often the right term, but also cooperation within a team can happen, for example if individuals hamve their own goals apart of the common shared goal. Without collaboration or cooperation the team members would work individually and not together, which decreases the productivity.

	~~<ref name=Barkley /> <ref name=Hackmann_book /> <ref name=Hoegl /> <ref name=Katzenbach_Paper /> <ref name=Katzenbach_Paper /> <ref name=Mathieu /> <ref name=Robbins /> <ref name=Tannenbaum />~~

	'''Cohesion'''		'''Cohesion'''

	Cohesion is the unity and the mutual support among team members. This attribute as well is correlated to the relationship among the team members. HIgher cohesion results in more motivating team members, so its linked to higher levels of team performance, job satisfaction, and commitment. Cohesion can be archieved through different ways, like team-building activities or developing a sense of belongingness among team members. Although it is important to mention, that high cohesion can also be a obstacle in some situations, as it can lead to group thinking and a resistance to change. Therefore, project maangers should try to find a balance between promoting cohesion and encouraging constructive dissent and diverse perspectives.		Cohesion is the unity and the mutual support among team members. This attribute as well is correlated to the relationship among the team members. HIgher cohesion results in more motivating team members, so its linked to higher levels of team performance, job satisfaction, and commitment. Cohesion can be archieved through different ways, like team-building activities or developing a sense of belongingness among team members. Although it is important to mention, that high cohesion can also be a obstacle in some situations, as it can lead to group thinking and a resistance to change. Therefore, project maangers should try to find a balance between promoting cohesion and encouraging constructive dissent and diverse perspectives.

	<ref name=Hackmann_book /> <ref name=Hoegl /> <ref name=Katzenbach_Paper /> <ref name=Katzenbach_Book /> <ref name=Lencioni /> <ref name=Mathieu /> <ref name=Robbins /> <ref name=Salas /> <ref name=Tannenbaum />

	===Team attributes===		===Team attributes===

TeddyKush: /* Individual attributes */

2023-05-09T21:50:30Z

Individual attributes

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	'''Individual willingness'''		'''Individual willingness'''

	The willingness of individual team members to collaborate, contribute their best efforts, learn and adapt is a critical factor in for the succes of a team. Even with all the necessary skills, knowledge, resources and experiences, a lack of willingness can prevent a team from being efficient. This willingness is vital for creating an environment of trust among each other, openness, and cooperation that encoiurages teamwork. When team members are willing to communicate openly, share knowledge and experience, take on additional responsibilities, and be proactive, they can inspire others to do the same. That leads to a higher level of engagement and especially commitment, and in the end it leads to higher performance. In contrast, a lack of willingness can hinder a team to achieve its goals and undermine its success.~~<ref name=Barkley /> <ref name=DuBrin /> <ref name=Katzenbach_Book /> <ref name=Lencioni /> <ref name=Mathieu />~~		The willingness of individual team members to collaborate, contribute their best efforts, learn and adapt is a critical factor in for the succes of a team. Even with all the necessary skills, knowledge, resources and experiences, a lack of willingness can prevent a team from being efficient. This willingness is vital for creating an environment of trust among each other, openness, and cooperation that encoiurages teamwork. When team members are willing to communicate openly, share knowledge and experience, take on additional responsibilities, and be proactive, they can inspire others to do the same. That leads to a higher level of engagement and especially commitment, and in the end it leads to higher performance. In contrast, a lack of willingness can hinder a team to achieve its goals and undermine its success.

	'''Individual competencies'''		'''Individual competencies'''

	Individual competencies are essential for a team's success. They can be divided into technical, soft, and leadership competencies. Technical competencies are the skills, experience, and knowledge of each member in their own specification or field. These are necessary to achieve the team's objectives. Soft competencies such as communication or problem-solving are important for successful collaboration. Each team member brings unique competencies that can contribute to the team's overall performance. Strong soft competencies help avoid conflicts, communicate better, and work collaboratively towards a shared goal. Finally the leadership competencies can guide the team towards its objectives, manage conflicts, and create a positive work environment that encourges innovation and creativity.<ref name=Belbin /> <ref name=DuBrin /> <ref name=Hoegl /> <ref name=Katzenbach_Paper /> <ref name=Katzenbach_Book /> <ref name=Lencioni /> <ref name=Mathieu /> <ref name=Robbins /> <ref name=Tannenbaum />		Individual competencies are essential for a team's success. They can be divided into technical, soft, and leadership competencies. Technical competencies are the skills, experience, and knowledge of each member in their own specification or field. These are necessary to achieve the team's objectives. Soft competencies such as communication or problem-solving are important for successful collaboration. Each team member brings unique competencies that can contribute to the team's overall performance. Strong soft competencies help avoid conflicts, communicate better, and work collaboratively towards a shared goal. Finally the leadership competencies can guide the team towards its objectives, manage conflicts, and create a positive work environment that encourges innovation and creativity.

	'''Positive attitude and mindset'''		'''Positive attitude and mindset'''

	Having a positive attitude and a positive mindset is another factor for a team's success. It can foster trust, communication, collaboration, and creativity among the team members which leads to a more positive work environment. Positive attitudes increase motivation on the one hand and reduce stress on the other hand. Maintaining a positive mindset also means that individuals learn from mistakes, accept a certain vulnerability, and that they are open to constructive criticism. Finally a positive work environment, attitude and mindset can increase productivity, promote innovation, and ultimately help the team achieve its comon goals.~~<ref name=Hackmann_book /> <ref name=Katzenbach_Paper /> <ref name=Katzenbach_Book /> <ref name=Lencioni />~~		Having a positive attitude and a positive mindset is another factor for a team's success. It can foster trust, communication, collaboration, and creativity among the team members which leads to a more positive work environment. Positive attitudes increase motivation on the one hand and reduce stress on the other hand. Maintaining a positive mindset also means that individuals learn from mistakes, accept a certain vulnerability, and that they are open to constructive criticism. Finally a positive work environment, attitude and mindset can increase productivity, promote innovation, and ultimately help the team achieve its comon goals.

	'''Openness to feedback'''		'''Openness to feedback'''

	Another essential factor for the success of teams is being receptive to feedback. Implementing and especially acknowledging feedback can improve the communication and build up trust among the team members. Through continuous feedback a continuous growth can be achieved. The ability to receive feedback with an open mind and willingness to learn from the feedback can enhance a team's capabilities to solve problems and increase the chances of achieving shared objectives. In contrast, a lack of openness to feedback can lead to conflict, mistrust, and an overall negative work environment. Teams that appreciate feedback and create a safespace for constructive criticism can improve team performance and achieve better outcomes. ~~<ref name=Hackmann_book />~~		Another essential factor for the success of teams is being receptive to feedback. Implementing and especially acknowledging feedback can improve the communication and build up trust among the team members. Through continuous feedback a continuous growth can be achieved. The ability to receive feedback with an open mind and willingness to learn from the feedback can enhance a team's capabilities to solve problems and increase the chances of achieving shared objectives. In contrast, a lack of openness to feedback can lead to conflict, mistrust, and an overall negative work environment. Teams that appreciate feedback and create a safespace for constructive criticism can improve team performance and achieve better outcomes.

	'''Accountability'''		'''Accountability'''

	The success of a team is also depended on the accountability of the team members. Each team member should take responsibility for their role in achieving the team's goals. Accountability requires individuals to be reliable, honest, and committed to do their jobs. When team members are accountable, they are willing to acknowledge mistakes and learn from them. They hold themselves accountable for their actions and don't blame others for their own mistakes. For an effective accountability a clear communication and clear expectations are necessary. Ultimately, individual accountability creates an environment of trust and respect which enhances the team's overall performance.~~<ref name=Lencioni /> <ref name=Tannenbaum /> <ref name=Katzenbach_Paper /> <ref name=Salas />~~		The success of a team is also depended on the accountability of the team members. Each team member should take responsibility for their role in achieving the team's goals. Accountability requires individuals to be reliable, honest, and committed to do their jobs. When team members are accountable, they are willing to acknowledge mistakes and learn from them. They hold themselves accountable for their actions and don't blame others for their own mistakes. For an effective accountability a clear communication and clear expectations are necessary. Ultimately, individual accountability creates an environment of trust and respect which enhances the team's overall performance.

	===Interpersonal attributes===		===Interpersonal attributes===

TeddyKush: /* Strategies for building/maintaining successful teamwork */

2023-05-09T21:47:36Z

Strategies for building/maintaining successful teamwork

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	<ref name=Lippmann />		<ref name=Lippmann />
	<ref name=Burba />		<ref name=Burba />


	~~== Strategies for building/maintaining successful teamwork ==~~

	~~- Team building activities~~

	~~- Effective leadership~~

	~~- Training and development~~

	~~- Conflict resolution strategies~~


	~~team coaching!!!!!!~~

	~~Hackman, J. R., & Wageman, R. (2005). A Theory of Team Coaching. Academy of Management~~

	<ref name=Hackmann_paper> Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269-287. (Accessed: 24.04.2023). ''https://www.researchgate.net/publication/253963423_A_Theory_of_Team_Coaching''</ref>

TeddyKush at 21:44, 9 May 2023

2023-05-09T21:44:19Z

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	<ref name=Hackmann_paper> Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269-287. (Accessed: 24.04.2023). ''https://www.researchgate.net/publication/253963423_A_Theory_of_Team_Coaching''</ref>		<ref name=Hackmann_paper> Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269-287. (Accessed: 24.04.2023). ''https://www.researchgate.net/publication/253963423_A_Theory_of_Team_Coaching''</ref>


	~~<ref name=Barkley />~~
	~~<ref name=Belbin />~~
	~~<ref name=Hackmann_book />~~
	~~<ref name=Hoegl />~~
	~~<ref name=Katzenbach_Paper />~~
	~~<ref name=Katzenbach_Book />~~
	~~<ref name=Kerzner />~~
	~~<ref name=Lencioni />~~
	~~<ref name=Mathieu />~~
	~~<ref name=Robbins />~~
	~~<ref name=Salas />~~
	~~<ref name=Tannenbaum />~~
	~~<ref name=Tuckman />~~

	~~<ref name=Burba />~~
	~~<ref name=Becker />~~
	~~<ref name=DuBrin />~~
	~~<ref name=Bornemann />~~
	~~<ref name=Nerdinger />~~

	~~==The forming–storming–norming–performing model==~~

	~~tuckmann~~

	~~15. Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-399~~

TeddyKush: /* Abstract */

2023-05-09T21:41:44Z

Abstract

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	This wiki article provides a comprehensive overview of successful teamwork. It is crucial especially for project managers to understand the importance of teamwork for companies, as successful teamwork not only benefits the performance of a team or a project but also improves employee satisfaction and happiness. So it is essential to know about the factors that affect the success of teams.		This wiki article provides a comprehensive overview of successful teamwork. It is crucial especially for project managers to understand the importance of teamwork for companies, as successful teamwork not only benefits the performance of a team or a project but also improves employee satisfaction and happiness. So it is essential to know about the factors that affect the success of teams.

	After a brief introduction about the definition of teams, this article dives into individual attributes, interpersonal attributes and team attributes that are enhancing teamwork.		After a brief introduction about the definition of teams, this article dives into individual attributes, interpersonal attributes and team attributes that are enhancing teamwork. The individual attributes are factors that each individual should bring, they include Individual willingness, Individual competencies, Positive attitude and mindset, Openness to feedback, and Accountability. The interpersonal attributes are characteristics of interactions between the team members: Relationships, Trust, Respect, Collaboration and Cooperation, and Cohesion. And finally the team attributes are elements that are linked to the team as a whole. These are Common goal, Team composition, Common values, and Clear roles and work distribution. The article describes these attributes to emphasize the importance of understanding each facette of a successful team.

			Finally the article provide a literature research about a common uses model that describes factors of successful teamwork in a different way.

	== Importance of Teamwork and its benefits ==		== Importance of Teamwork and its benefits ==

TeddyKush: /* Abstract */

2023-05-09T21:34:28Z

Abstract

← Older revision		Revision as of 21:34, 9 May 2023
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	== Abstract ==		== Abstract ==

	~~focusses on~~ team ~~work~~ and ~~less on~~ the ~~leadership~~ of a team!		This wiki article provides a comprehensive overview of successful teamwork. It is crucial especially for project managers to understand the importance of teamwork for companies, as successful teamwork not only benefits the performance of a team or a project but also improves employee satisfaction and happiness. So it is essential to know about the factors that affect the success of teams.

			After a brief introduction about the definition of teams, this article dives into individual attributes, interpersonal attributes and team attributes that are enhancing teamwork.

	== Importance of Teamwork and its benefits ==		== Importance of Teamwork and its benefits ==

TeddyKush at 21:29, 9 May 2023

2023-05-09T21:29:16Z

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	<ref name=Burba />		<ref name=Burba />

	~~== Challenges to successful teamwork ==~~

	~~- Communication barriers~~

	~~- Conflict and disagreements~~

	~~- Lack of trust or respect~~

	~~- Inadequate resources~~

	~~- Poor leadership~~

	== Strategies for building/maintaining successful teamwork ==		== Strategies for building/maintaining successful teamwork ==

TeddyKush: /* The IPO-Model */

2023-05-09T21:28:52Z

The IPO-Model

← Older revision		Revision as of 21:28, 9 May 2023
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	[[File:IPO-modell.png\|right\|thumb\|500px\|Figure 1: IPO model. Click for a clearer picture. <ref name=IPO> ''https://www.mdpi.com/2071-1050/12/20/8753''</ref> ]]		[[File:IPO-modell.png\|right\|thumb\|500px\|Figure 1: IPO model. Click for a clearer picture. <ref name=IPO> ''https://www.mdpi.com/2071-1050/12/20/8753''</ref> ]]

	~~In der Literatur findet man zahlreiche~~ Input-~~Prozess~~-Output~~-Modelle~~ (~~Siehe Abbildung 3~~)~~, die beschreiben, welche Faktoren wie einen Einfluss auf die Leistung eines Teams haben~~. ~~Sie unterteilen die Teamarbeit in drei Kategorien~~:		The Input-Process-Output (IPO) model is a commonly used model in the literature to understand the factors that influence the success and the performance of teams. The model dviides team work into three categories: Input, Process, and Output. The Input category are variables that are preconditions for the teamwork. These variables can either make successful teamwork easier or hinder it. But they are always a limiting factor for the team process. The team proces refers to the process that transforms the input variables into a result. This process takes places within the team, leading to a specific outcome. The outcome or output is the result of the teamwork and it includes material outcomes that are measurable based on the objectives, and non physical results such as group moral or personal developement.
	~~Der~~ Input ~~besteht aus Variablen~~, ~~die die Voraussetzungen für die Teamarbeit sind. Sie begünstigen im besten Fall eine erfolgreiche Teamarbeit~~, ~~aber können sich auch negativ auf die Teamarbeit auswirken~~. ~~Auf jeden Fall sind sie ein begrenzender Faktor für den (Team-)Prozess~~. ~~Der (Team-)Prozess beschreibt den Vorgang, welcher die Input-Variablen zu einem Ergebnis transformiert~~. ~~Dabei handelt es sich also wie der Name schon sagt, um den Prozess, der im Team stattfindet und zu einem Ergebnis führt~~. ~~Das Ergebnis der Teamarbeit bildet der Output~~. ~~Dabei wird sowohl das Ergebnis auf Leis-tungsebene~~, ~~meistens ein materielles Produkt~~, ~~als auch die immateriellen Ergebnisse auf Ebene der Gruppenmoral und der persönlichen Entwicklungen betrachtet~~. ~~Die Grund-idee dieses Modells ist es~~, dass das Ergebnis der Teamarbeit nicht unmittelbar durch die Input-Variablen bestimmt wird, sondern diese durch den Prozess umgewandelt werden. Einige Modellvarianten heißen daher auch Input-Mediator-Output-Modell.
	~~Das~~ IPO~~-Modell nach~~ Hackmann ~~und~~ Morris ~~(H&M) unterteilt den Input in individuel-le~~, ~~Gruppen- und Umweltfaktoren~~. ~~Die individuellen und Gruppenfaktoren sind~~ in ~~dem Modell nach~~ Dick ~~und~~ West ~~(D&W) als Gruppenzusammensetzung~~, ~~beziehungsweise~~ in ~~dem Modell nach~~ Högl ~~und~~ Gemünden ~~(H&G) als Teambesetzung betitelt~~. ~~Es handelt sich dabei zum einen um Eigenschaften~~, ~~welche die einzelnen Mitglieder mit sich bringen~~, ~~wie zum Beispiel soziale Kompetenz~~, ~~methodische Kompetenz~~, ~~Präferenz für Teamarbeit und Ausbildung und Background~~. ~~Zum anderen sind Eigenschaften der Gruppe gemeint wie Gruppengröße~~, ~~Homogenität im Wissensstand oder Heterogenität untereinander. Letzteres bezieht sich beispielsweise auf das Alter~~, ~~auf die Religion oder auf die Bildung~~, da so unterschiedliche Erfahrungen und unterschiedliches Knowhow zu einer Lösungs-findung beigetragen werden kann. Ein weiterer wichtiger Faktor für die Zusammenset-zung des Teams ist nach H&G die Teamführung und alle damit verbundenen Eigenschaf-ten, ~~auf welche im Rahmen dieser Arbeit allerdings nicht genauer eingegangen wird~~. ~~Die Umweltfaktoren stellen äußere Einflüsse dar~~, ~~wie zum Beispiel~~ in ~~dem Modell nach D&W der kulturelle und organisationale Kontext,~~ in ~~dem das Team arbeitet~~.		In the literature can be mainly found three IPO models: Hackmann and Morris model, Dick and West's model and Högl and Gemünden's model.
	~~Der (Team-)Prozess besteht nach H&M aus der Interaktion zwischen den Mitgliedern~~. ~~Folgende Faktoren sind dafür laut H&G und von D&W von Bedeutung~~: ~~Kommunikation~~, ~~Aufgabenkoordination~~, ~~Ausgewogenheit der Beiträge (bzw. Minderheiteneinfluss)~~, ~~ge-genseitige Unterstützung~~, ~~Arbeitsnormen~~, ~~Kohäsion (und Identifikation)~~, ~~Partizipation~~, ~~Autonomie und Entscheidungsfindung~~.
	~~Als Output bekommt man zum einen leistungsbezogene Ergebnisse~~, ~~welche sich durch Effektivität~~, ~~Effizienz und Quantität charakterisieren lassen. Die Effektivität beschreibt~~, ~~in welchem Maße das Ziel erreicht wurde~~. ~~Man kann es also mit Qualität gleichsetzen~~. ~~Zum anderen bekommt man Ergebnisse~~, ~~die sich auf die Teammoral und auf persönlichen Entwicklungen während der Teamarbeit beziehen: Geht man davon aus~~, dass die Zusam-menarbeit im Team nicht nur auf einmal beschränkt ist, sind Faktoren, die auf das Poten-zial für zukünftige Zusammenarbeit Auswirkung haben, weitere wichtige, immaterielle Ergebnisse, die im Output zu berücksichtigen sind. ~~Diese sind nach H&G persönlicher Lernerfolg und Zufriedenheit. D&W fügen noch die Team-Lebendigkeit hinzu~~.		The IPO model, developed by Hackmann and Morris, divides input into individual, group, and environmental factors. The individual and group factors are described as group composition in the model by Dick and West, and as team composition in the model by Högl and Gemünden. These factors include characteristics that individulaa members bring to the team, such as social and technical competence, preference for teamwork, and education and background, as well as group characteristics such as group size, homogenity of knowledge, and heterogeneity among members. The t
			heterogenity refers, for example, to the age, the religion, or the education, because diversity in experiences and knowledge can contribute to the solution finding process. Environmental factors represent external influences, such as the cultural and organizational context in which the team works in Dick and West's model.

			The process, according to Hackmann and Morris and Dick and West, consists of interaction between members. The following factors are relevant to this process: communication, task coordination, balance of contributions, mutual support, work norms, cohesion, participation, autonomy, and decision making. The output consists of performance related results, characterized by effectiveness, efficiency, and quantity. Effectiveness describes the extent to which the goal has been archieved and can be equated with quality. Additionally, results related to team moral and personal development during teamwork are considered. Assuming that teamwork is not limited to one project, non physical factors that affect the potential for future collaboration are also important. These include personal learning and satisfaction or team vitality.

	<ref name=Mathieu />		<ref name=Mathieu />

TeddyKush: /* The IPO-Model */

2023-05-09T21:03:56Z

The IPO-Model

← Older revision		Revision as of 21:03, 9 May 2023
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	[[File:IPO-~~model~~.~~PNG~~\|right\|thumb\|500px\|Figure 1: IPO model. Click for a clearer picture. <ref name=IPO> ''https://www.mdpi.com/2071-1050/12/20/8753''</ref> ]]		[[File:IPO-modell.png\|right\|thumb\|500px\|Figure 1: IPO model. Click for a clearer picture. <ref name=IPO> ''https://www.mdpi.com/2071-1050/12/20/8753''</ref> ]]

	In der Literatur findet man zahlreiche Input-Prozess-Output-Modelle (Siehe Abbildung 3), die beschreiben, welche Faktoren wie einen Einfluss auf die Leistung eines Teams haben. Sie unterteilen die Teamarbeit in drei Kategorien:		In der Literatur findet man zahlreiche Input-Prozess-Output-Modelle (Siehe Abbildung 3), die beschreiben, welche Faktoren wie einen Einfluss auf die Leistung eines Teams haben. Sie unterteilen die Teamarbeit in drei Kategorien: