Group Dynamics and Team Interventions
Das Ganze ist mehr als die Summe der einzelnen Teile. Entweder die Mannschaftsmitglieder ergänzen sich zu einer positiven synergetischen Potentialentfaltung und heben das Potential des Einzelnen in der Gruppe nochmal auf einen höheren Level. Oder die Gruppenmitglieder verringern das Potential ihrer einzelnen Mitglieder und damit auch das Mannschafts-Potential durch negative leistungsmindernde gruppendynamische Prozesse.
"Faulty processes might result from any number of team problems, such as unprepared team members, an inappropriate team structure for the task, poor coordination, miscommunication, faulty decision making, or high interpersonal conflict."
Störfaktoren gilt es niedrig zu halten bzw. ganz auszuschalten.
Worauf dabei zu achten ist:
Coordination .
Teams have problems coordinating tasks. Working together requires a coordination of effort that is not found when working alone. Coordination problems may take away too much time and energy from the actual task work.
Motivation .
Team members often lack motivation to perform as a team. Teamwork requires extra steps that working alone does not require.
Membership .
Teams are often made up of the wrong members. Across the group, members need the knowledge, skills, and abilities to succeed when working together. Groups that do not have this required background diversity may fail.
Boundaries .
Teams seldom have clear boundaries. To succeed, teams need to know what they may do as well as what they may not.
Goals . Teams often do not have a compelling direction. A team with a clear goal is more successful than one that does not know where it is heading.
Membership .
Teams often have too many members. There are times when people are placed on a team for the wrong reasons, and group process may slow down as a result.
Unstable Membership .
Team members change too often. Each time there is a change in a team member, the other members must acculturate the new member.
Reward Structures .
Organizations incorrectly reward individuals rather than teams. If an organization says it would like teamwork, it needs to reward teamwork."
Störfaktoren gilt es niedrig zu halten bzw. ganz auszuschalten.
Worauf dabei zu achten ist:
Coordination .
Teams have problems coordinating tasks. Working together requires a coordination of effort that is not found when working alone. Coordination problems may take away too much time and energy from the actual task work.
Motivation .
Team members often lack motivation to perform as a team. Teamwork requires extra steps that working alone does not require.
Membership .
Teams are often made up of the wrong members. Across the group, members need the knowledge, skills, and abilities to succeed when working together. Groups that do not have this required background diversity may fail.
Boundaries .
Teams seldom have clear boundaries. To succeed, teams need to know what they may do as well as what they may not.
Goals . Teams often do not have a compelling direction. A team with a clear goal is more successful than one that does not know where it is heading.
Membership .
Teams often have too many members. There are times when people are placed on a team for the wrong reasons, and group process may slow down as a result.
Unstable Membership .
Team members change too often. Each time there is a change in a team member, the other members must acculturate the new member.
Reward Structures .
Organizations incorrectly reward individuals rather than teams. If an organization says it would like teamwork, it needs to reward teamwork."
Group Dynamics and Team Interventions: Understanding and Improving Team ...
von Timothy M. Franz
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