What Do You Know About Teamwork

Collaborative endeavour of a team to achieve a mutual goal

Hauling in a mooring line.

Problem-solving: Strategy formulation

Problem-solving: Team coordination

Teamwork is the collaborative attempt of a group to reach a common goal or to complete a task in the most effective and efficient manner.^{[1] [ii]} This concept is seen within the greater framework of a team, which is a grouping of interdependent individuals who piece of work together towards a common goal.^[3] The four key characteristics of a squad include a shared goal, interdependence, boundedness and stability, the power to manage their own work and internal process, and operate in a bigger social system. ^[iv] Bones requirements for constructive teamwork are an acceptable squad size. The context is important, and team sizes can vary depending upon the objective. A team must include at least two or more members, and nigh teams range in size from 2 to 100. Sports teams generally have stock-still sizes based upon set rules, and piece of work teams may modify in size depending upon the phase and complexity of the objective. Teams demand to be able to leverage resources to exist productive (i.east. playing fields or meeting spaces, scheduled times for planning, guidance from coaches or supervisors, back up from the organization, etc.), and conspicuously defined roles within the team in gild for everyone to accept a clear purpose.^{[5] [vi] [7] [viii]} Teamwork is present in whatsoever context where a group of people are working together to attain a common goal.^[1] These contexts include an industrial organization (formal work teams), athletics (sports teams), a schoolhouse (classmates working on a projection), and the healthcare system (operating room teams). In each of these settings, the level of teamwork and interdependence can vary from depression (eastward.grand. golf, track and field), to intermediate (eastward.one thousand. baseball, football), to high (east.g. basketball, soccer), depending on the amount of advice, interaction, and collaboration present between team members. E. m. Team piece of work coordinates the piece of work equally early on as possible

History [edit]

The Oxford English Lexicon records the use of "team-work" in the context of a team of draught animals as early as 1800.^[9]

Even though collaborative work amongst groups of individuals is very prominent today, that was non the example over half a century ago.^{[ timeframe? ]} The shift from the typical associates line to organizational models that contained increasing amounts of teamwork first came most during World State of war I and Globe War Two, in an effort^{[ past whom? ]} for countries to unite their people.^{[ citation needed ]} The move towards teamwork was generally due to the Hawthorne studies, a set of studies conducted in the 1920s and 1930s that suggested positive aspects of teamwork in an organizational setting. After organizations recognized the value of teamwork and the positive effects it had on companies, entire fields of work shifted from the typical assembly line to the gimmicky Loftier Performance Organizational Model.^{[10] [ demand quotation to verify ]}

Effective teamwork characteristics [edit]

There are certain characteristics that a team must have to work effectively. These characteristics are interrelated.

It is imperative that group cohesion is strong within the squad. In that location is a positive relationship between group cohesion and operation.

Communication is another vital characteristic for effective teamwork. Members must be able to effectively communicate with each other to overcome obstacles, resolve conflict, and avert confusion. Advice increases cohesion.

Advice is important within teams to conspicuously define the squad'southward purpose so that there is a common goal. Having a common goal will increment cohesion because all members are striving for the aforementioned objective and volition help each other reach their goals.

Commitment is another important characteristic for teams. It occurs when members are focused on achieving the team'south common goal.

Accountability is necessary to ensure milestones are reached and that all members are participating. Holding members accountable increases delivery within team relations.

Basic squad dynamics [edit]

Basic team dynamics include:^[xi]

• Open communication to avoid conflicts.
• Constructive coordination to avert confusion and the overstepping of boundaries.
• Efficient cooperation to perform the tasks in a timely fashion and produce the required results, especially in the form of workload sharing.^[12]
• Loftier levels of interdependence to maintain high levels of trust, hazard-taking, and operation.

All these teamwork weather condition lead to the squad turning in a finished product. A manner to mensurate if the teamwork was constructive, the system must examine the quality of the output, the process, and the members' experience. Specifically, the teamwork can exist deemed efficient if: the output met or exceeded the organization'due south standard; if the process the squad chose to take helped them reach their goals; and if the members are reporting high levels of satisfaction with the squad members likewise every bit the processes which the team followed.

Processes [edit]

Specific teamwork processes have been identified fall into three categories:^{[xiii] [xiv]}

Transition processes [edit]

These processes occur betwixt periods of action. In this period, the squad members can evaluate their overall performance as a team equally well as on an private level, give feedback to each other, make clarifications well-nigh the upcoming tasks, and make any changes that would improve the process of collaborating.

• Chore Analysis
• Goal Specification
• Strategy Formulation
• effect oriented grouping

Action processes [edit]

These processes take identify when the team steps to achieve its goals and objectives. In this stage, squad members go on each other informed most their progress and their responsibilities, while helping ane another with sure tasks. Feedback and collaborative work continues to exist in loftier levels throughout this process.

• Monitoring progress toward goals
• Systems Monitoring
• Squad Monitoring and Backup Behavior
• Coordination

Interpersonal processes [edit]

These processes are present in both action periods and transition periods, and occur between team members. This is a continuous process, in which squad members must communicate any thoughts and/or feelings apropos either another team member or a manner in which a task is beingness performed. Furthermore, team members encourage and support each other on their individual tasks.

• Conflict management
• Motivation and Confidence building
• Affect Management

Teamwork performance generally improves when a team passes through these processes, since processes similar these enhance coordination and communication betwixt the team members and therefore increase teamwork and collaborative piece of work.^[15]

Preparation to improve teamwork [edit]

Overall, teamwork and performance can exist enhanced through specific training that targets the individual team members and the team as a whole.^[two] Bruce Tuckman proposed a team developmental model that separated the stages of a team's lifespan and the level of teamwork for each stage:^{[16] [17]}

1. Forming
   • This stage is described by approach/avoidance issues, as well as internal conflicts about being contained vs. wanting to exist a part of the team.
   • Team members usually tend to 'play it safety' and minimize their risk taking in case something goes wrong.
   • Teamwork in this stage is at its everyman levels.
2. Storming
   • The 2d stage is characterized by a contest for power and authority, which is the source of most of the conflicts and doubts about the success of the squad.
   • If teamwork is low in this stage, information technology is very unlikely that the team volition go past their conflicts. If in that location is a high degree of teamwork and willingness to collaborate, and then the team might take a brighter future.
3. Norming
   • The third stage is characterized by increasing levels of solidarity, interdependence, and cohesiveness, while simultaneously making an effort to accommodate to the team surround.
   • This stage shows much higher levels of teamwork that make it easier for the above characteristics to occur.
4. Performing
   • This terminal phase of team development includes a comfortable environment in which squad members are finer completing tasks in an interdependent and cohesive manner.
   • This stage is characterized by the highest levels of comfort, success, interdependence, and maturity, and therefore includes the highest levels of teamwork.

Enhancing teamwork [edit]

A manner in which organizational psychologists measure teamwork is through the Knowledge, Skills, and Abilities (KSA) Teamwork Examination.^[18] The KSA Teamwork Examination was developed by Michael Stevens and Michael Campion in 1994 and it assesses the cognition, skills, and abilities (KSA) of people wanting to join a squad. Specifically, the KSA is a 35-particular test that is designed to measure 14 individual KSA requirements for teamwork, specially within formal teams (i.e. those with per-designated tasks), since self-managing teams have a need for loftier levels of teamwork. Overall, the KSA is separated into 2 main categories: The Interpersonal KSAs that contain items such as Conflict Resolution and Communication, and the Self-Management KSAs that include items such equally Goal Setting and Task Coordination. The fact that the KSA focuses on squad-oriented situations and on knowledge of advisable behaviors instead of personality characteristics makes the test appropriate to assess teamwork and squad-specific behavior. Furthermore, it makes it appropriate for organizations to effigy out their personnel's level of teamwork, and means in which they can amend their teamwork and communication skills.

Drawbacks and benefits [edit]

Utilizing teamwork is sometimes unnecessary and can pb to teams non reaching their performance superlative. Some of those disadvantages include:^{[19] [twenty]}

• Social loafing: This phenomenon appears when an individual working in a grouping places less effort than they tin can towards a task. This can create an inequality between the amount of piece of work other individuals are placing within the team, therefore can create conflict and lead to lower levels of performance.
• Behavioral conflicts or ingrained individualism: Employees in college organizational levels have adjusted to their positions at the top that require more individualism, and therefore have trouble engaging in collaborative piece of work. This creates a more than competitive environs with a lack of communication and higher levels of conflict. This disadvantage is mostly seen organizations that utilize teamwork in an extremely hierarchical surround.
• Private tasks: Sure tasks do non require teamwork, and are more advisable for individual work. Past placing a team to consummate an 'individual chore', there tin be loftier levels of conflict between members which can damage the team'southward dynamic and weaken their overall performance.
• Groupthink: A psychological miracle that occurs within a group of people when conflict is avoided and the desire for cohesiveness is greater than the want for best decisios. When a team is experiencing groupthink, culling solutions will not be suggested due to fright of rejection or disagreement within the grouping. Group members will measure out success based on the harmony of their group and not by the outcome of their decisions. One fashion to annul groupthink is to have members of a group be from diverse backgrounds and accept different characteristics (gender, age, nationality). Another way to avoid groupthink is to crave each member to suggest different ideas.^[21]

Working in teams has likewise shown to exist very beneficial. Some of these advantages include:^{[nineteen] [20]}

• Problem solving: A group of people can join various perspectives and combine views and opinions to rapidly and effectively solve an result. Due to the squad'due south culture, each squad member has a responsibility to contribute equally and offer their unique perspective on a problem to arrive at the best possible solution.^[22] Overall, teamwork tin can lead to meliorate decisions, products, or services. The effectiveness of teamwork depends on the following 6 components of collaboration amidst team members: communication, coordination, residuum of fellow member contributions, common support, effort, and cohesion.^[23]
• Healthy competition: A healthy competition in groups can be used to motivate individuals and assistance the squad excel.
• Relationship evolution: A team that continues to work together will eventually develop an increased level of bonding. This tin can assist members avert unnecessary conflicts since they have become well acquainted with each other through teamwork.^[22] By edifice strong relationships betwixt members, squad members' satisfaction with their team increases, therefore improving both teamwork and performance.^[14]
• Individual qualities: Every squad member can offering their unique knowledge and power to help improve other squad members. Through teamwork the sharing of these qualities will allow team members to be more than productive in the future.^[12]
• Motivation: Working collaboratively tin can atomic number 82 to increased motivation levels within a team due to increasing accountability for individual functioning. When groups are being compared, members tend to go more ambitious to perform better. Providing groups with a comparing standard increases their functioning level thus encouraging members to work collaboratively.

Paulus describes additional benefits of teamwork:^[24]

• Shared workload
• Opportunity to reach leadership and social satisfaction
• Sense of belonging to a successful squad
• Ability to attain more if team members worked individually

References [edit]

1. ^ ^{a b} Montebello, Anthony; Buzzotta, Victor (1993). "Piece of work Teams That Piece of work". ^{[ dead link ]}
2. ^ ^{a b} Salas, Eduardo, Nancy J. Cooke, and Michael A. Rosen (2008). "On Teams, Teamwork, as well as Team Operation: Discoveries and Developments". Man Factors: The Journal of the Human Factors and Ergonomics Society. l (3): 540–547. doi:10.1518/001872008X288457. PMID 18689065. S2CID 17017793. {{cite periodical}}: CS1 maint: multiple names: authors list (link)
3. ^ Parker, Glenn (2008). Team Players and Teamwork: New Strategies for Developing Successful Collaboration. San Francisco: Jossey-Bass. pp. 1–68. ISBN978-0-787-99811-0.
4. ^ Thompson, Leigh (2011). Making the Team: A Guide for Managers (4th ed.). Upper Saddle River, New Jersey: Prentice Hall. ISBN0-thirteen-014363-4.
5. ^ Chang, Artemis; Bordia, Prashanti; Duck, Julie (2003). "Punctuated Equilibrium and Linear Progression: Toward a New Understanding of Grouping Development". Academy of Management Journal. 46 (1): 106–117. doi:10.2307/30040680. JSTOR 30040680.
6. ^ Gersick, Connie (1991). "Revolutionary Change Theories: A Multilevel Exploration of the Punctuated Equilibrium Epitome". Academy of Management Review. sixteen: x–xvi. doi:10.5465/amr.1991.4278988. S2CID 13960681.
7. ^ W, Michael (2012). Effective Teamwork: Practical Lessons from Organizational Research. Wiley-Blackwell. ISBN978-0-470-97498-viii.
8. ^ Woods, Stephen; Due west, Michael (2014). The Psychology of Work and Organizations. Andover: Cengage Learning EMEA. ISBN9781408072455.
9. ^ "teamwork". Oxford English Dictionary (Online ed.). Oxford University Press. (Subscription or participating institution membership required.) – "How is the ploughing, the drawing, and all kind of team-piece of work to exist performed without horses?"
10. ^ Hoegl, Martin & Hans Georg Gemuenden (2001). "Teamwork Quality and the Success of Innovative Projects: a Theoretical Concept and Empirical Testify". System Science. 12 (4): 435–449. doi:10.1287/orsc.12.iv.435.10635. JSTOR 3085981.
11. ^ Hackman, Richard (1990). Groups That Work (and Those That Don't): Creating Conditions for Constructive Teamwork. Jossey-Bass. pp. i–xiii, 479–504. ISBN978-1555421878.
12. ^ ^{a b} Ilgen, Daniel; Hollenbeck, John (October 5, 2004). "Teams in Organizations: From Input-Process-Output Models to IMOI Models". Annual Review of Psychology. 56: 517–543. doi:10.1146/annurev.psych.56.091103.070250. PMID 15709945.
13. ^ Marks, Michelle A., John Due east. Mathieu, and Stephen J. Zacaro punda (2001). "A Temporally Based Framework and Taxonomy of Team Processes". Academy of Management Review. 26 (3): 356–376. doi:10.2307/259182. JSTOR 259182. {{cite periodical}}: CS1 maint: multiple names: authors listing (link)
14. ^ ^{a b} LePine, Jeffery A., Ronald F. Piccolo, Christine L. Jackson, John E. Mathieu, and Jessica R. Saul (2008). "A Meta-Analysis of Teamwork Processes: Tests of a Multidimensional Model and Relationships with Team Effectiveness Criteria". Personnel Psychology. 61 (two): 273–307. CiteSeerXten.i.1.468.6198. doi:x.1111/j.1744-6570.2008.00114.10. ISSN 0031-5826. {{cite journal}}: CS1 maint: multiple names: authors list (link)
15. ^ Cattani, Yard., Ferriani, S., Mariani, M. east Southward. Mengoli (2013) "Tackling the 'Galácticos' Upshot: Squad Familiarity and the Performance of Star-Studded Projects", Industrial and Corporate Modify, 22(6): 1629-–62.[1]
16. ^ Tuckman, Bruce (1965). "Developmental Sequence in Pocket-size Groups". Psychological Bulletin. 63 (half-dozen): 384–399. doi:x.1037/h0022100. PMID 14314073.
17. ^ Neusch, Donna; Siebenaler, Alan (1998). The High Operation Enterprise: Reinventing the People Side of Your Business. John Wiley & Sons. pp. 135–177. ISBN978-0939246298.
18. ^ Stevens, Michael; Campion, Michael (1994). "The Knowledge, Skill, and Ability Requirements for Teamwork: Implications of Human Resources Management". Periodical of Management. xx (2): 503–530. doi:ten.1177/014920639402000210. S2CID 220584820.
19. ^ ^{a b} Osbrun, Jack; Moran, Linda; Musselwhite, Ed (1990). Self-Directed Work Teams: The New American Challenge. Homewood, IL: McGraw-Loma. pp. 1–26. ISBN978-1556233418.
20. ^ ^{a b} Katzenbach, Jon; Smith, Douglas (2015). The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business Schoolhouse Printing. pp. 1–26.
21. ^ "Groupthink", Wikipedia, 2020-08-31, retrieved 2020-10-05
22. ^ ^{a b} Chin, Roger (2015). "Examining teamwork and leadership in the fields of public administration, leadership, and management". Team Performance Management. 21 (3/four): 199–216. doi:10.1108/TPM-07-2014-0037.
23. ^ Hoegl, Martin & Hans Georg Gemuenden (2001). "Teamwork Quality and the Success of Innovative Projects: a Theoretical Concept and Empirical Evidence". Organization Science. 12 (4): 435–449. doi:ten.1287/orsc.12.4.435.10635. JSTOR 3085981.
24. ^ Paulus, P (2000). "Groups, teams, and inventiveness: the artistic potential of idea-generating groups". Practical Psychology. 49 (ii): 237–262. doi:10.1111/1464-0597.00013.

Farther reading [edit]

Wikimedia Commons has media related to Teamwork.

• Larson, Carl Due east. & Frank Thou. LaFasto (1989). Teamwork: What Must Become Right, What Can Go Wrong. Newbury Park, CA: SAGE. ISBN978-0-8039-3289-0.
• Jones, Gareth R.; George, Jennifer M. (1998). "The Feel and Evolution of Trust: Implications for Cooperation and Teamwork". The Academy of Management Review. 23 (iii): 531–546. doi:10.2307/259293. JSTOR 259293.
• Sexton, J. Bryan, Eric J. Thomas, and Robert L. Helmreich (2000). "Error, Stress, and Teamwork in Medicine and Aviation: Cross Sectional Surveys". BMJ. 320 (7237): 745–749. doi:10.1136/bmj.320.7237.745. PMC27316. PMID 10720356. {{cite periodical}}: CS1 maint: multiple names: authors list (link)
• Hall, P.; Weaver, L. (2001). "Interdisciplinary Education and Teamwork: a Long and Winding Road". Medical Education. 35 (9): 867–875. doi:10.1046/j.1365-2923.2001.00919.x. PMID 11555225.
• Thomas, Eric J.; Sexton, J. Bryan; Helmreich, Robert L. (2003). "Discrepant Attitudes about Teamwork Among Critical Care Nurses and Physicians". Disquisitional Intendance Medicine. 31 (three): 956–959. doi:10.1097/01.CCM.0000056183.89175.76. PMID 12627011. S2CID 42102070.
• Sheard, A. G. & A. P. Kakabadse (2004). "A Process Perspective on Leadership and Squad Evolution". The Journal of Direction Evolution. 23 (1): 7–xi, 13–41, 43–79, 81–106. doi:10.1108/02621710410511027.
• Leonard, M.; Graham, S.; Bonacum, D. (2004). "The Human Gene: the Critical Importance of Effective Teamwork and Advice in Providing Safe Intendance". Quality and Safety in Health Care. 13 (Supplement 1): i85–i90. doi:x.1136/qshc.2004.010033. PMC1765783. PMID 15465961.
• Baker, David P.; Solar day, Rachel; Salas, Eduardo (2006). "Teamwork equally an Essential Component of High-Reliability Organizations". Health Services Enquiry. 41 (4p2): 1576–1598. doi:10.1111/j.1475-6773.2006.00566.x. PMC1955345. PMID 16898980.
• DeChurch, Leslie A.; Mesmer-Magnus, Jessica R. (2010). "The Cognitive Underpinnings of Effective Teamwork: a Meta-Assay" (PDF). Journal of Applied Psychology. 95 (one): 32–53. doi:10.1037/a0017328. PMID 20085405.
• Xyrichis, Andreas; Ream, Emma (2008). "Teamwork: a concept assay". Periodical of Advanced Nursing. 61 (ii): 232–241. doi:10.1111/j.1365-2648.2007.04496.x. PMID 18186914.

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Source: https://en.wikipedia.org/wiki/Teamwork

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