Successful Teamwork

Revision as of 14:23, 8 May 2023

Abstract

Effective teamwork is an essential component of organizational success, especially in projects. This wiki article provides an overview of the characteristics and elements that contribute to successful teamwork and explores the benefits, challenges, and strategies for building and maintaining effective teams.

Successful teamwork is characterized by clear goals, open communication, trust among team members, and a shared commitment to achieving the team's objectives. These elements are crucial for effective collaboration, and they allow team members to leverage their diverse skills and expertise for problem-solving, decision-making, and innovation. When teams work well together, they can achieve more significant results than individuals working alone.

However, successful teamwork is not always easy to achieve and maintain. Challenges such as interpersonal conflicts, a lack of resources, and unclear roles and responsibilities can hinder the team's progress and impact its overall effectiveness. To overcome these challenges, team leaders and managers must establish a supportive team environment, foster open communication and feedback, and provide opportunities for professional development and team building activities.

The benefits of successful teamwork are numerous and include increased productivity, improved problem-solving, and better job satisfaction. When team members work well together, they can achieve higher levels of performance, improve their interpersonal relationships, and experience greater job satisfaction. Furthermore, successful teamwork can have positive effects on organizational culture and lead to improved organizational outcomes.

In summary, effective teamwork is critical for organizational success, and this article provides valuable insights and tools for promoting successful teamwork. By understanding the characteristics and elements of effective teams, the benefits of successful teamwork, the challenges to teamwork, and the strategies for building and maintaining effective teams, managers and team leaders can develop and support high-performing teams that achieve their goals and contribute to the success of projects.

Importance of Teamwork

Teamwork plays a major role in many part s of our lives. It is important for success in school, in training and at work. Especially for organisations and companies it has a lot of benefits and is often even fundamental. One of the most significant benefits of teamwork is that it creates a collective ownership of a project or task. When individuals work together as a team, they become invested in the success of the team. This leads to a sense of shared responsibility and accountability. This collective ownership also creates synergy, which is the combined effort of all team members. Synergy is essential for teams to achieve their goals as it leverages everyone's work and skills to produce something greater than any individual could achieve on their own. When comparing a team with the work of individuals, a team can solve problems better, is more productive and comes up with more innovative ideas. This also means better decision making, greater employee engagement, improved accountability and happier employees. Especially in today's rapidly changing and complex world, teamwork is essential for organizations to succeed. The ability to adapt quickly to new challenges and opportunities is critical, and teamwork is one of the most effective ways to achieve this adaptability. By working together, teams can increase their speed, improve their adaptability to change, and enhance their resilience.

In addition, teamwork can also potentially improve empowerment and diverse perspectives of the individuals. Teams that work well together can create a supportive and collaborative environment that promotes individual growth and development. By embracing diverse perspectives and ideas, teams can create new and innovative solutions to complex problems. Teamwork makes people communicate better and makes the being more open and honest and work together. So it is an advantage on the organisational level such as on the individual level .

In the field o project management teamwork is significantly important as well. Projects are usually executed by groups or teams, so it is vital for the project managers to know about the importance of good and successful teamwork. The project managers need to make sure that everybody trust each other and is communicating well so the team can work together towards the projects goal. By understanding the factors of successful teams and successful teamwork, project manager can ensure to create the perfecto environment and condition to get the most efficient results from the project.

Definition of a "Team"

To understand the factors of successful teams and successful teamwork it is important to know what the definition of a team is.

- What is a team? next step: to be able to understand the success of teams we have to differentiate between the characteristics of a successful team

In the literature you can find a lot of different definitions of a "Team" but some o

distinguish from work groups such as committees and task forces

a team is a group of at least two people with complementary skills who depend on each other to achieve a common goal. A certain team identity must also exist, separate from the individual identities of team members. Teams are goal-oriented, communicate internally and externally, and are structured with various areas of expertise and hierarchical levels. There is a high degree of emotional interdependence and cohesion among team members, leading to a greater interest in the collective rather than individual goals. Other key characteristics of teams include flexibility, motivation, and the potential for innovation and creativity. While there is no single, universally accepted definition of a team, the essential characteristics of a team include multiple people, a shared goal, identification, division of labor, specific roles, and emotional bonding.

A team is a group of at least two individuals who complement each other's skills and depend on each other to achieve a common goal. A certain team identity must exist, which differs from individual identities. The team is structured in a goal- and task-oriented way and communicates internally and externally. A team usually consists of members with different areas of expertise and hierarchical levels. The emotional aspect of a team is characterized by intense mutual relationships, a strong sense of community, and cohesion among members. The flexibility of a team regarding emerging problems and the motivation gain that can arise in a team are additional advantages of this working form. The connection of the respective ideas and experiences of the members can lead to a total performance to which no one alone is capable.

Characteristics of successful teams

- Team composition: Diversity

- Relationships

- Individual willingness: to learn and adapt and deliver

- Individual competencies

- Positive attitude and mindset

- Common values and culture

- identification and emotional bond

Elements of successful teamwork

- Communication

- Openness to feedback

- Trust

- Respect

- clear roles

- common goal: clearly defined

- Accountability

- Collaboration and cooperation

- work distribution: in areas of expertises

The IPO-Model

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: 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. 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.

Benefits of successful teamwork

- Improved productivity and efficiency

- Higher job satisfaction

- Increased creativity and innovation

- Stronger relationships and moral

- Better problem-solving and decision-making

Challenges to successful teamwork

- Communication barriers

- Conflict and disagreements

- Lack of trust or respect

- Inadequate resources

- Poor leadership

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

The forming–storming–norming–performing model

tuckmann

Examples of successful teamwork

- Sports teams

- Business teams

- Educational teams

- Community service teams

- Military teams

Literatur

• Kerzner, H. (2017). Project Management. A Systems Approach to Planning, Scheduling, and Controlling.

^[1]

• Tuckman, Bruce (Spring 2001). Developmental Sequence in Small Groups'. Group Facilitation: A Research and Applications Journal. 63 (6), 71–72

^[2]

• Lencioni, P. (2002). The Five Dysfunctions of a Team. Jossey-Bass

^[3]

• Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269-287.

^[4]

• Jon R. Katzenbach & Douglas K. Smith. The Discipline of Teams

^[5]

• Becker, J. H. & Pastoors, S. & Ebert, H. (2017). Praxishandbuch berufliche Schlüsselkompetenzen. 50 Handlungskompetenzen für Ausbildung, Studium und Beruf (1. Aufl.). Springer-Verlag Berlin Heidelberg

^[6]

• Bornemann, S (2012). Kooperation und Kollaboration. Das Kreative Feld als Weg zu innovativer Teamarbeit (1. Aufl.). VS Verlag für Sozialwissenschaften

^[7]

• Burba, M. (2018). Erfolgreiche Zusammenarbeit in Projektteams. Analyse der Projektmeetings bei einem Automobilhersteller (1. Aufl.). Springer

^[8]

• Hoegl, G. & Gemuenden, H. G. (2001). Teamwork Quality and the Success of Innovative Projects: A Theoretical Concept and Empirical Evidence. Organization Science 12 (4), 435-449

^[9]

• Lippmann, E. & Pfister, A. & Urs, J. (2019). Handbuch Angewandte Psychologie für Führungskräfte. Führungskompetenzen und Führungswissen (5. Aufl.). Springer-Verlag Berlin Heidelberg

^[10]

• Mathieu, J. & Maynard, M.T. & Rapp T. & Gilson L. (2008). Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future. Journal of Management, 34 (3), 410-476
• The Wisdom of Teams: Creating the High-Performance Organization by Jon R. Katzenbach and Douglas K. Smith
• Milner, H. (1992). International Theories of Cooperation among Nations: Strengths and Weaknesses. World Politics, 44 (3), 466-496
• Nerdinger, F. W. & Blickle, g. & Schaper, N. (2011). Arbeits- und Organisationspsychologie (2. Aufl.). Springer-Verlag Berlin Heidelberg
• Pastoors, S. & Ebert, H. (2019). Psychologische Grundlagen zwischenmenschlicher Kooperation. Bedeutung von Vertrauen für langfristig erfolgreiche Zusammenarbeit (1. Aufl.). Springer
• Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business Press.
• Katzenbach, J. R., & Smith, D. K. (2003). The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business Press.
• Robbins, S. P., Coulter, M., & DeCenzo, D. A. (2016). Fundamentals of Management. Pearson Education.
• Robbins, S. P., Judge, T. A., & Millett, B. (2019). Organizational behavior. Pearson Education Limited.
• DuBrin, Andrew J. (2015). Essentials of Management. Cengage Learning.

• Belbin, R. M. (2010). Management Teams: Why They Succeed or Fail. Butterworth-Heinemann

• General Stanley McChrystal. Team of Teams: New Rules of Engagement for a Complex World
• R. B. Woodring, R. A. Boies, and C. A. Johnson. (2004). The impact of team diversity on team outcomes: A field study. Small Group Research 35, no. 3: 365-398.

• Blank, C. (2018). Team Building Exercises That Actually Work. Harvard Business Review.

• O'Grady, S., & Malloch, M. (2010). The effective small group: Communication and teamwork (Custom). Cengage Learning.
• Barkley, Cross, and Major (2014) titled "Collaborative Learning Techniques: A Handbook for College Faculty.
• Katzenbach, J. R., & Smith, D. K. (1993). The discipline of teams. Harvard Business Review, 71(2), 111-120.
• Hackman, J. R., & Morris, C. G. (1975). Group tasks, group interaction process, and group performance effectiveness: A review and proposed integration. Advances in experimental social psychology, 8, 45-99.
• Salas, E., Sims, D. E., & Burke, C. S. (2005). Is there a "big five" in teamwork?. Small group research, 36(5), 555-599.
• Tannenbaum, S. I., Mathieu, J. E., Salas, E., & Cohen, D. (2012). Teams are changing: Are research and practice evolving fast enough?. Industrial and Organizational Psychology, 5(1), 2-24.

• George Barna. The Power of Team Leadership
• Dawna Markova and Angie McArthur. Collaborative Intelligence: Thinking with People Who Think Differently

References

1. ↑ Kerzner, H. (2017). Project Management. A Systems Approach to Planning, Scheduling, and Controlling. Wiley, 12th edition. (Accessed: 5.05.2023). https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=0CAIQw7AJahcKEwiAk_ag2-X-AhUAAAAAHQAAAAAQAw&url=https%3A%2F%2Flms.leadstar.edu.et%2Flibrary%2Findex.php%3Fp%3Dfstream-pdf%26fid%3D70%26bid%3D69&psig=AOvVaw1jxee494yM88j562JBs6Nc&ust=1683634995150070
2. ↑ Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-399. (Accessed: 5.05.2023). https://sci-hub.se/10.1037/h0022100
3. ↑ Lencioni, P. (2002). The Five Dysfunctions of a Team. Jossey-Bass. (Accessed: 5.05.2023). https://www.academia.edu/39178542/The_Five_Dysfunctions_of_aTeam_Patrick_Lencioni
4. ↑ Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269-287. (Accessed: 5.05.2023). https://www.researchgate.net/publication/253963423_A_Theory_of_Team_Coaching
5. ↑ Katzenbach, J. R., & Smith, D. K. (2005). The discipline of teams. Harvard business review, 83(7/8), 162-171. (Accessed: 5.05.2023). https://static1.squarespace.com/static/5893c76059cc68f6efd5355a/t/58a4f6cb6a4963c71a7f0084/1487206107130/The+Discipline+of+Teams.pdf
6. ↑ Becker, J. H., Pastoors, S., & Ebert, H. (2017). Praxishandbuch berufliche Schlüsselkompetenzen. 50 Handlungskompetenzen für Ausbildung, Studium und Beruf (1. Aufl.). Springer-Verlag Berlin Heidelberg. (Accessed: November 2020). https://link.springer.com/book/10.1007/978-3-662-54925-4
7. ↑ Bornemann, S. (2012). Kooperation und Kollaboration. Das Kreative Feld als Weg zu innovativer Teamarbeit (1. Aufl.). VS Verlag für Sozialwissenschaften. (Accessed: November 2020). https://link.springer.com/book/10.1007/978-3-531-19179-9
8. ↑ Burba, M. (2018). Erfolgreiche Zusammenarbeit in Projektteams. Analyse der Projektmeetings bei einem Automobilhersteller (1. Aufl.). Springer. (Accessed: November 2020). https://link.springer.com/book/10.1007/978-3-658-19829-9
9. ↑ Hoegl, G., & Gemuenden, H. G. (2001). Teamwork quality and the success of innovative projects: A theoretical concept and empirical evidence. Organization Science, 12(4), 435-449. (Accessed: 5.05.2023). https://www.researchgate.net/publication/228365985_Teamwork_Quality_and_the_Success_of_Innovative_Projects_A_Theoretical_Concept_and_Empirical_Evidence
10. ↑ Lippmann, E., Pfister, A., & Urs, J. (2019). Handbuch Angewandte Psychologie für Führungskräfte. Führungskompetenzen und Führungswissen (5. Aufl.). Springer-Verlag Berlin Heidelberg.. (Accessed: November 2020). https://link.springer.com/book/10.1007/978-3-662-55810-2

hjk eddwe