The Significance of Cohesiveness in Teams

Developed by Hildur Lara Jonsdottir, February 2022

Abstract

Cohesiveness refers to a group of individuals that stick together and work together to achieve a common goal. When all team members are linked to one another and the team as a whole, the team is said to be cohesive. The team's cohesion is one of the most crucial factors of a project's success and can be determined by various factors. Making time for team members to recognize one another's abilities and dealing with emotional concerns are two important factors to consider while improving team cohesion. The elements that connect a team's members may be useful or harmful. The key characteristics that determine team cohesion are similar interests, group size, shared successes, and the threat of external competition. Project managers must devise strategies to help their teams become more cohesive. Team cohesion may be improved through empowering group members, resolving conflicts, and recognizing each individual's contribution. The benefits of team cohesiveness are frequently perceived as overwhelmingly positive. The link between cohesiveness and performance has been studied and proven to be helpful on a regular basis. The concept that team cohesiveness can have negative effects on team performance and other outcomes has gotten little attention. The team that cracked the enigma code, led by Alan Turning, is an example of a cohesive team that succeeded. In this article, it will be examined how cohesive teams affect team performance and how they're formed and maintained.

The Big Idea: Introduction to Cohesiveness

What is Cohesiveness?

The quality of sticking together, or causing things to stick together" is a standard definition of cohesiveness.

Cohesiveness refers to the degree and intensity of interpersonal attraction among team members, where team members are drawn to one another and are motivated to stick together and a team's ability to work together toward a common goal. Cohesion will integrate a team's interpersonal abilities, negotiation skills, cooperation, team process commitment, communication skills, and shared leadership . Everyone in a team should understand their position, feel confident in their abilities, and be dedicated to the team's ultimate goal.

To grasp the dynamic nature of team cohesiveness, it's necessary first to identify teams. A team is defined as "a distinct group of two or more individuals that interact in a dynamic, interdependent, and adaptable manner toward a common and valued goal/objective/mission." Teams are the foundation of how projects, activities, and tasks are structured and handled in businesses worldwide. Everyone has been a part of a team at some point in their lives, whether at work, school, sports, etc.

In teams and team dynamics studies, cohesion has been a recurring theme. Team cohesiveness has been identified as a critical component in communication patterns and influencing behaviours across various groups, such as sports teams, work teams, exercise groups, therapy groups and task groups. There are still many individuals that have trouble working together as a team and forming cohesiveness. Even though team cohesiveness is a significant and determining factor in team performance, it will not guarantee success unless the organisation and management around a team are committed. Team members may feel linked to their coworkers yet be utterly unaware of company values and vice versa. A team's manager must ensure that this type of separation does not develop and discover ways to improve cohesion. Cohesion has been identified as one of the most important aspects determining team performance.

Developing a Team

Figure 1: Stages of Team Development

In 1965, psychologist Bruce Tuckman proposed a hypothesis regarding new teams' steps to succeed and achieve healthy cohesiveness. Developing teams can take time, and the phases of building a team span from when team members are strangers to when they become a cohesive team with a common goal. Team development is an essential factor in creating a coherent team. When discussing a team, it seems contradictory to also talk about leadership. The leader of a team is responsible for putting together a team that can be cohesive and must go through the steps of team development to get there. The four typical stages of team development are forming, storming, norming and performing. .

The Stages of Team Development:

• Forming: Forming is the beginning stage where relationships among the team members are formed. Everyone in the team is getting to know one other at this point, and team dynamics and responsibilities have yet to be developed. At this point, a team leader will typically emerge to take command and direct the individual members.
• Storming:When team members begin fighting for position, stumbling from confusion, and having disputes regarding leadership, strategy, and goals, the storming stage is triggered. This is when the importance of team leadership becomes apparent. The leader must succeed in motivating the team, resolving all issues triggered, and articulating the team's purpose and objectives.
• Norming:Once the storming stage has been completed, a team will go into the norming stage. After overcoming the storming stage, the team is ready to develop open communications, stable positions, and norms. These are the initial steps toward belonging to a group.
• Performing: Teams will go from norming to performing and then to highly performing after acquiring cohesion. Teams will go from norming to performing and then to highly performing after acquiring cohesion. The team should celebrate a job well done while performing and organise events such as team lunches following a successful deployment to build camaraderie. This will serve as a motivation for the following cycle of work, reinforcing the already-established group togetherness. All work and no play might cause your team to become disjointed. Allowing your team to interact, celebrate, and unwind makes it simpler to develop genuine connections and maintain team cohesiveness when the going gets tough..

Aspects of Team Cohesiveness

The four main aspects of team cohesion are multidimensionality, instrumental foundation, dynamic, and emotional nature. Multidimensionality refers to the many variables that come together to make team members work as one. The team's aims and objectives change throughout time due to the team's dynamic character. Its instrumental basis is concerned with how members are committed to a common goal, while the emotional dimension is concerned with some of the advantages that members gain from being cohesive.

What Influences Team Cohesion?

Figure 3: What Influences Team Cohesion?

Shared Goals and Like-Mindedness: The fact that team members share similar beliefs and attitudes is one of the factors that keeps the team together. People, on the whole, like to be in the company of those who share their values and perspectives. Therefore one of the variables that contribute to team cohesiveness is similarity. A cohesive group comprises people who have similar interests and aims but can come from different backgrounds.

Size of a Team: Smaller teams have a higher level of cohesion than larger teams. There is more engagement and communication in smaller groups, which helps members remain bonded. The interaction may decrease in larger groups, making it more challenging to reach a consensus on many problems. In more significant groupings, smaller cliques may form inside the group, resulting in disputes and diluting the general aim.

Time: A team's strength grows as it spends time together—the greater the bonds between members of a group, the better the teamwork.

Threats and Competition: When a team faces obstacles together, it gets stronger. Members will put their differences aside and work together to solve the problem.

Communication: Effective communication between the team and its members cannot be overstated. To conclude a disagreement, thoughts should be explicitly stated amongst team members. Any misunderstanding of language among individuals and groups can result in several problems.

Trust: For a group to be cohesive, it must have a high level of trust and reliability. Individuals in a group must have faith in the team and its decisions to effect positive change. Trust unites the group and its members, allowing for unanimous decision making.

Benefits and Drawbacks of Team Cohesiveness

Figure 2: Benefits and Drawbacks of Team Cohesiveness

Organizations devote a significant amount of time and attention to encouraging their workers to collaborate successfully. Team cohesion has been linked to increased productivity and job satisfaction in studies. Team cohesion, on the other hand, has both benefits and drawbacks. A team leader must understand their team's advantages and disadvantages and employ ways to increase team performance.

Benefits

• Increased Productivity: Productive and high-performing teams are more likely to be cohesive.
• Enhanced Team Motivation: Being a part of a cohesive team boosts team motivation. Various opinions are held by different members, which serves as motivation. This also gives team members the confidence to express their views, which increases the overall team effort.
• Improved Coordination: When the aims and preferences of group members are comparable, group cohesiveness improves in the delivery of better outputs and productivity. It comprises more excellent teamwork and collaboration among members.
• Saves Effort and Time: Working in a cohesive team can be time-saving because a team that is not cohesive may take a bit longer to resolve difficulties, but when it comes to a cohesive team, the answer may be better and faster.
• Better Job Satisfaction and Morale: Cohesive teams have higher job satisfaction and morale.
• Improved Communication: Because the entire team works together under the direction of the team leader, there is a general improvement in communication levels. The engaging sessions assist people in making positive adjustments in all areas of their lives while also increasing their self-esteem.

Drawbacks

• Lack of Creativity: Because members of a cohesive team come from the same employment sector, their ideas may be too similar, limiting creativity. As a result of the group's cohesive behaviour, the organization's creative elements may suffer. Additionally, all aspects of team cohesion contribute to a lower level of creativity in their group or team.
• Lack of Innovation: A lack of innovation is associated with a lack of creativity. Because of this, the final result in terms of innovation may be unsatisfactory.
• Domination: Because of the team leaders in each group, dominance might occur. Most of these sorts of group leader dominance are never beneficial to the firm, and they can even harm the group's cohesiveness. As a result, all team leaders must recognize that if they need and want their team members to follow their instructions, they must treat them as equals in the group.

Application

When it comes to putting together successful, high-performing teams, cohesion is crucial. Leaders may develop dynamic, high-performing, cohesive teams that exceed the standards set before them by following Tuckman's steps for building teams. To achieve a firm foundation of infinite creativity, leaders must understand how team cohesion works and how bonding in a team will develop energy in order to strengthen the sense of belonging and mutual respect. . A team's atmosphere is determined by its managers. They must be able to tailor their leadership style to the requirements of all of their employees, not just those who share their beliefs and behaviors. Following the development of a team, which is one of the most critical processes, team managers must implement team building activities and assist the team in its development. To achieve a successful functioning team, it is critical for a team manager to recognize the disadvantages and benefits of a cohesive team. The subsection below goes through factors that managers and team leaders can have in mind when developing a team and also in an already developed team.

How to Manage and improve Team Cohesion

Below are some factors and techniques a team manager can use to create and maintain a cohesive team:

Choose Team Members Carefully: The team manager should carefully choose team members. Despite the importance of diversity, a cohesive team usually operates when people with similar aims are brought together in a team. However, too much similarity can lead to a lack of creativity and innovation, which the team manager should be aware of. For the team to be cohesive, the manager must consider the team's size and purpose. Not everyone can operate as a cohesive team, and the manager must understand the aspects that contribute to the team's cohesiveness.

Encourage Commincation: Encourage communication: Because a cohesive team relies on open communication, the team manager must encourage it among team members. Improved communication might be accomplished by ensuring that team members have the resources they need to interact effectively with one another. Online communication platforms, remote team software, regular meetings with open discussion, and other communication channels can help to improve team engagement. A team manager must be accessible to his team and address any concerns, ideas, and efforts that his team members have.

Practice Team-building Activities: It's critical to concentrate on the team's objectives and the relationships among team members that help them achieve those objectives. Self-esteem and overall morale may be boosted through team-building exercises. Team-building events, such as monthly team trips, team games, and team lunches, might regularly be scheduled by the team manager. Those kinds of activities might help improve relationships among team members and the team manager.

Define Goals: The team manager must ensure that each team member knows and understands their responsibilities and tasks for each objective. Team members must grasp the organization's aims and values from the beginning of the team's formation to the end. There are several ways to organize goals, such as constructing a goal pyramid at various levels, such as individual and team goals, employing the SMART concept, or providing the team with tools and expertise to help them achieve their objectives. To guarantee that all team members have a common understanding of the team and its purpose and work, team managers should ask team members how they presently view the team and its aim and work.

Promote Training and Development: Once a team has been formed, it is critical that the team manager provides training and development opportunities for his staff in order to keep the team functioning effectively. This might motivate team members to take charge of their abilities and capabilities. This will eventually aid in the improvement of their job and general contribution to the team.

Celebrate Achievements as a Team: Instead of concentrating on an individual's accomplishment inside the team, managers should encourage teams to celebrate their triumphs together. Managers should congratulate their staff on their accomplishments and encourage and appreciate them for their efforts.

Put an Emphasises on Trust: Team managers should provide a secure and trustworthy atmosphere where their team members may freely communicate their opinions and feelings. The ability of a team to function successfully together and cohesively is heavily reliant on trust. The team manager must set an example and be as open as possible with their employees to establish trust. Team members are more likely to lose trust and believe they can't interact securely and productively if the team manager keeps secrets or isn't honest and transparent. This might make team members feel like their team leader is too dominating and keeps them in the dark.

Resolve Conflicts: Conflict occurs in every team. When disagreements emerge, the team manager should push the team to collaborate as quickly as possible to find a feasible solution. Encourage team members to collaborate on developing and implementing solutions and ensure they have the resources they need to resolve conflicts.

Measuring Team Cohesion

Over the course of their lifespan, teams evolve and adapt. Several classifications and hypotheses have sought to classify the various stages that teams go through throughout time. This is significant because the development of cohesiveness might change depending on the stage or phase of development. Certain aspects of cohesiveness, for example, may converge at various periods or be more dependable at particular phases of team development.

Because cohesion is such an important factor in team success, there is a lot of interest in learning how to diagnose, monitor, and improve it in practice. However, there is a lot of variability in how cohesiveness is conceived and measured, which makes it difficult to compare findings across research and hence limits the capacity to develop science and practice.

Cohesion can be difficult to measure. First, the term cohesiveness can be used in many domains which can complicate research processes. Second, since cohesion has individual and team components, measuring cohesion at various levels can be difficult. Third, cohesion is likely to change over time. Researchers that are interested in monitoring and measuring cohesion have faced a vast complicated literature and a variety of measuring alternatives.

Despite significant progress over the years, more robust, precise, theoretical-driven, practical, and innovative measures are required—a huge task that will necessitate time and resources to continue exploring and testing, access to expert team members, and factors that prioritizes team cohesion assessment.

Grossman, R., Rosch, Z., Mazer, D. and Salas, E. (2015), "What Matters for Team Cohesion Measurement? A Synthesis", Team Cohesion: Advances in Psychological Theory, Methods and Practice (Research on Managing Groups and Teams, Vol. 17), Emerald Group Publishing Limited, Bingley, pp. 147-180. Retrieved February 26, 2022 from fhttps://doi.org/10.1108/S1534-085620150000017007

To begin with, self-reports used to evaluate cohesiveness are not always feasible. They are prone to difficulties that can compromise accuracy, particularly when it comes to how cohesion evolves. Second, depending on the stage of growth a team is in, some aspects of cohesiveness may be more important to measure. Third, a multilevel theory is critical for understanding team cohesiveness, although it is frequently misapplied to a temporal framework. Fourth, internal events inside a team, such as a member or task changes, might impact team cohesiveness, but this is seldom taken into consideration. Finally, external or organizational events outside of the team may impact team cohesiveness, although they are rarely taken into account.

To tackle these challenges, theoretical and practical suggestions for assessing team cohesion are the following:

• Using unobtrusive/indirect: Which is a set of metrics for assessing cohesiveness over time. These sorts of measurements can enable the measurement of team cohesiveness without causing a team to be disrupted: big data, sociometric badges, physiological measures, content analysis, external observers and other methods. Big data can measure cohesion unobtrusively, especially for large corporations. Sociometric badges are tags to track team members' location, which can infer cohesiveness based on temporal presence and interaction length and frequency. Physiological measures such as eye gazing, physical gestures, and brainwave data, among other physiological indices of cooperation, such as cohesiveness, may be examined using algorithms developed from language style matching.

• Using social network analysis (SNA): SNA is a method for analyzing data derived from behaviours, self-report assessments, and interpersonal interactions. It allows researchers to investigate individuals' relational links and the social network that comes from those ties, such as a group of people, a team, an organization, or any other entity. When self-report surveys are used to assess team cohesiveness accurately, SNA is effective.
• Study "Swift Cohesion": Cohesion is an emergent condition that takes time to develop. Henceforth, data suggests that cohesiveness measured later in a team's growth is a stronger predictor of performance than cohesion measured earlier. As a result, standard ways to measure cohesiveness in teams whose members spend a short period of time together may not be suitable since they will not necessarily have the opportunity to create cohesion. Swift cohesion might have significant ramifications for future research. It is based on the idea that, even if people don't have enough time to fully develop the specific dimensions of cohesion such as group pride, task cohesion, and social cohesion, they can rely on contextual information to quickly coordinate and communicate with other team members, simulating the same processes that cause cohesion to emerge naturally. People may, for example, rely on symbols to suggest a shared identity, such as a military uniform or badge that makes them feel like they belong to the same unit, which might activate the group pride component of cohesiveness.
• Adopt an Event System Theory Framework (EST): When events occur, frequently irregularly, that may readily affect cohesiveness, static conceptualizations of cohesion are meaningless. When evaluating coherence, one approach to avoid this problem is to adopt an EST framework. By acknowledging that multiple events and processes occur, this method aims to close the gap that mainly ignores the dynamic transformations that teams go through.
• Use Agent-based Modeling (ABM): ABM is an innovative technology that uses computational algorithms to replicate human behaviour in various circumstances and environments. ABM is beneficial in modelling cooperation. Researchers and programmers may use ABM to model simulated environmental conditions and unit-level features and see how these impact team operations and behaviours in complicated ways.

Was the Team that Cracked the Enigma Code Cohesive?

During World War II, the German military employed the Enigma code to encrypt strategic messages. The British government assembled a team of scientists to crack the engima code, which was vital in gaining intelligence on Germany's operations during World War II. The team struggled at the start of the project and failed multiple times. The assembled team shared a similar background and a common goal: crack the engima code. However, communication and trust in the team were lacking, and confrontations arose often. Alan Turning is one of the team's most important members, and he eventually became the team's leader. He wanted to work alone at first and solve everything independently, which led to failures. After Alan took over as team leader, communication and trust among the group improved. The crew became closer as time went on, and they regularly got together after work for drinks. This is an example of how many intelligent individuals can be grouped together, but they will not be successful until they pool their talents and communicate. The team's lack of cohesiveness was noticeable at first, but after improving their group dynamics, they cracked the engima code and became an extremely successful cohesive team.

Limitations and Conclusion

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