What are examples of the power of teamwork

Develop performance potential through team development

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Teamwork is the key to success in many areas of life. Do you want to achieve more than the sum of the individual achievements through teamwork in your company? Ultimately, this goal is pursued by every trainer, every team manager and of course every manager in the company.

But how do individualists become a well-coordinated team that works together effectively and efficiently?

What is team development?

Team building aims to improve collaboration, effectiveness and relationships. Team development takes place automatically within a team in five phases.

Team development measures can specifically support this process, e. B. when a team is being rebuilt or there has been a change in a team. In this case, the term "team building" refers to the Intervention regarding the social and task-related processes within a newly formed or an already existing team.

The idea and understanding of what the right team development measures are or what the best methodical approach is, differ widely on both the supplier side and the customer side. While some tend to be elements of the classic team development such as team building workshops, team strategy days, closed meetings, target workshops and others tend to swear by it Outdoor training, team events or team games.

From our point of view, there is no one-size-fits-all solution. Rather, the success lies in tailoring the team development measure (s) to the team, the level of maturity of the team, the occasion and the goal of the development measure. Often it is the right combination of different team development methods and a suitable team development dramaturgy.

What are the goals of team development?

The main goal of team development activities is Increasing the effectiveness and efficiency of the entire team. Depending on the phase of team development, different sub-goals are pursued. These sub-goals include:

    • Clarifying goals and resolving conflicting goals,
    • Clarification of the roles and tasks of the team members,
    • Improving communication among team members among themselves and to the outside world,
    • Development of work structures between the team members and the outside space,
    • Improvement of procedures and processes,
    • Processing of technical problems and tasks,
    • Promoting the social skills of team members,
    • Improvement of team communication,
    • Recognizing and jointly coping with problems on the factual and relational level and
    • Optimization of external and internal interfaces.

What are the benefits of teamwork?

The reasons for teamwork are very different. While in the beginning of the introduction of teamwork in production the idea of ​​humanization (turning away from Taylorism) was very much in the foreground, gradually more and more economic goals came into focus. Permanently successful top teams manage to achieve a balance between economic and human goals. On the one hand, this brings a high level of performance by the team and, on the other hand, a harmonious team atmosphere.

Economic effects that can be achieved through teamwork are:

  • Cost reduction through optimization of production, service and administration processes and better coordination within the team,
  • Reduction of reactive power and duplication of work through better linking of internal and external interfaces,
  • Increased flexibility in terms of time and content,
  • Increase in the ability to react to changed requirements of external or internal customers,
  • Increase in process and product innovation rate,
  • Accelerated resolution of problems that arise,
  • Reduction of absenteeism and turnover rates and
  • Reduction of conflicts and the resulting conflict costs.

The more social or human-oriented effects include:

  • Increasing work motivation,
  • Improvement of working conditions,
  • Improvement of the working atmosphere and job satisfaction and
  • Expansion of the scope for action and decision-making.

Form and develop teams


display


Promote the cohesion and efficiency of your teams!

If teams have the opportunity to reflect on themselves, they can tap previously unused potential. If you are aware of which member brings which skills and experience, tasks can be distributed more sensibly and processed more effectively.

Rawpixel Ltd. - Fotolia.com

In team workshops or team coaching, you give your teams the opportunity to look at each other from a different perspective and to learn for the future from previous shared experiences - whether positive or negative.

Further information can be found at MA&T GmbH!

When are team development measures useful?

There are various reasons for team development, depending on the development phase of the respective team:

      • Establishing or putting together a new team,
      • Addition or departure of one or more team members,
      • Alignment of the team towards common goals and tasks,
      • Changed processes or change projects,
      • New task design for an existing team,
      • Occurrence of communication problems,
      • Missing team rules and structures,
      • Violations of existing team rules and the resulting conflicts
      • Declining team performance,
      • Reflection on previous cooperation and results achieved,
      • Coordinated further development of the team as a whole and of the individual team members.

Phases of team development

According to Tuckman (1965), a total of five phases in the development of a team can be distinguished, which are characterized as follows:

    • Forming (Orientation phase) - first meeting and getting to know the team members,
    • Storming (Confrontation and conflict phase) - Unclear roles and tasks, "power wrangling",
    • Norming (Organizational phase) - definition of rules, definition of roles,
    • Performing (Service phase) - Carrying out the actual work task
    • Adjourning - Dissolution of the team (only for temporarily existing teams)

Which actors are involved in the team development process?

The team itself, i. H. all current and possibly future members of the team to be developed as well as consultants from outside the team are involved. These consultants can be internal as well as external personnel and organizational developers. In any case, neutral and professional support should be called in. Depending on the occasion and time of the team development, the direct superior can be fully or temporarily involved in the implementation of the team development measures. Depending on the type of team development measure, outdoor providers can also be included in addition to "classic" team developers. A combination is often a good idea.

We have compiled a list of selected outdoor providers for you.

Important partners in the run-up to the design of team development measures are the management, the human resources department and the team superiors. Their inclusion in the planning ensures that the development of the team is interlinked with the corporate goals and that the optimization of a subsystem takes place at the expense of the entire organization. A clear formulation of the assignment between these groups of people is "half the battle" for success.

After the team development measure (s) has been carried out, a targeted reflection should take place between the client and the team developer in order to derive further need for support and to assess the extent to which the goals could be achieved.

How is a team development process structured?

Based on Cornelli (1995)

      • Problem identification, d. H. Clarification of the assignment between the client and the team developer
      • diagnosis, d. H. Conducting surveys of team members, for example on the team climate or cooperation structures
      • Planning the measure, d. H. Team-related, individual conception of the workshop with or without outdoor elements
      • Implementation of the measure
      • Evaluation of the measure, d. H. Reflection on team development with the team members and debriefing with the client

What types of teams are there?

Teams can be differentiated according to various criteria. You can work together for a limited period (temporary teams, project teams) or for an unlimited period of time. Another differentiation is the content of the collaboration. So there are z. B .:

  • Production teams,
  • Service teams,
  • Development teams,
  • Creative teams or
  • Administrative teams and much more a. m.

The team of executives of an organization can be referred to as a leadership team or a management team. Another differentiator can be the team composition. Examples are intercultural teams or mixed-age teams. Teams can work together on site or form virtual teams.

What makes a good team?

One thing is certain, many individual talents and technical experts are by no means a good team. This is shown by impressive examples from sport. How else could supposed underdogs in sports beat star ensembles? On the contrary, the summation of experts can lead to the Apollo syndrome named after Meredith Belbin. The success of a good team is not based on bringing the best technical experts together, but on a healthy mix of team members.

Good teams are characterized by:

  • clearly focused, common goals,
  • agreed team rules that are adhered to,
  • clear division of tasks and roles,
  • effective, transparent decision-making structures that are accepted by all team members,
  • overlapping and mutually complementary skills of the team members,
  • mutual trust and acceptance of team members,
  • open communication and conflict resolution,
  • Enjoy working on complicated tasks together,
  • high motivation, d. H. a common will to succeed and
  • Last but not least: good team management.

Where can you find good teams?

Examples of good teamwork surround us in all areas of life. We find many examples of success in sport. This can be a rowing team that is keeping a high number of strokes in perfect harmony. Another example is the soccer team, in which all moves are perfectly coordinated, each player knows his own routes and the routes of the other players. The perfectly practiced pit stops of the Formula 1 drivers and the "handling" by the pit crew are also present to us. In medicine we find good teamwork e.g. B. in the operating room - every team member knows his or her exact tasks and tasks. Since the 1970s at the latest, teamwork concepts have increasingly found their way into the manufacturing industry. The automotive groups Saab and Volvo were pioneers here. Teamwork concepts with a stronger economic orientation were promoted by the Japanese lean concepts in the 1980s. Little by little, new fields of application for teamwork were added in a wide variety of areas from industry, the service sector, but also public administration. Today almost no job advertisement can do without the term "ability to work in a team".

Form and develop teams


display


Promote the cohesion and efficiency of your teams!

If teams have the opportunity to reflect on themselves, they can tap previously unused potential. If you are aware of which member brings which skills and experience, tasks can be distributed more sensibly and processed more effectively.

Rawpixel Ltd. - Fotolia.com

In team workshops or team coaching, you give your teams the opportunity to look at each other from a different perspective and to learn for the future from previous shared experiences - whether positive or negative.

Further information can be found at MA&T GmbH!

What team exercises are there?

Antrey - Fotolia.com Team exercises make experiences tangible, an anchor is set for the team. AHA effects that appear playful and initially only indirectly have something to do with the actual work of the team, stimulate first thought and then to change behavior. Team exercises can be done both indoors and outdoors. Some team exercises only take a few minutes to complete. You loosen up a team development measure or initiate the next work phase. Other team exercises last for hours or even a whole day and are the only part of the team development measure.

In addition to the duration, an important selection criterion for a team exercise is the location of the exercise. Some team exercises can only be done outdoors, others only indoors. Various team exercises enable both outdoor use and use in training rooms.

The most important criterion for using a team exercise, in addition to the location and the available time budget, is the desired effect that the exercise should achieve on the team.

In the following we have put together some team exercises and assigned these keywords:

      • Tower of Power or Tower of Babel: Build a high tower together (up to 24 team members, common goals, coordination and coordination in the team, outdoors and indoors),
      • Spider or cobweb: Coming through a spider web together (approx. 15 team members, also more possible, trust, communication in the team, planning a common approach, group feeling, outdoors and indoors),
      • Soap box construction: Design a functional soap box, build the soap box as a team, complete a course in a team (4-5 team members per soap box, coordination in the team, interdisciplinary cooperation, outdoors),
      • Team ski: Construction of a joint ski from ropes and boards (4 to 6 people per team ski, coordination in the team, joint problem solving, coordination in the team, outdoors),
      • Flight blind: Finding a way blindfolded (approx. 5 to 20 team members, goal setting, trust, open air),
      • Blind figures: Representation of geometric figures with blindfolded eyes (5 to 10 team members, communication in the team, decision-making in the team, outdoors and indoors),
      • Acid Flow or Acid River: Crossing a river on stones (10 to 20 team members, joint problem solving, joint decision-making, open air),
      • Bridge building and
      • Trust case.

Have you recently put together a new team? Or is there a disagreement in one of your teams?

Bring your team together in a playful way and improve your teamwork sustainably.

→ Use our free tool "Five team exercises"!

The importance of good cooperation in a team for success in companies and projects should not be underestimated. There are various ways of promoting teamwork. Team exercises represent a creative and varied approach that gives employees the opportunity to learn to understand teamwork away from everyday company life.

With our tool"Five team exercises"you will receive selected team exercises that have been tried and tested by our team development experts. The exercises presented by us can also be used by experienced internal team developers.

For some of these exercises, you can easily make the equipment yourself (e.g. knots in the rope, acid flow). In many cases and if it is used frequently, it is a good idea to buy the equipment from specialist suppliers. A large part of the exercises, including instructions, can be purchased for prices between € 200.00 and € 400.00, while the kit for a soap box can easily cost more than € 1,000.00. Some providers also allow equipment for team exercises to be borrowed. We have put together reading tips for team exercises in our book list. Equipment can include can be obtained from the providers we have put together.

How do you recognize a good provider for team development?

The trainer contributes significantly to the success of team development. Characteristics of a good and reputable provider for team development are:

  • Human image of the provider,
  • Clearly communicable team development philosophy,
  • Consideration of the individuality of the team,
  • Implementation of a clean order clarification,
  • Involvement of the HR managers and the team managers in the conception of the team development measures,
  • Linking organizational, team and individual development,
  • Consideration of the interests of the team members in the conception and implementation of team development measures,
  • Clearly recognizable dramaturgy within one and between several team development measures,
  • Coordination of team development methods to the goals of team development,
  • Appropriate planning of time spent on possible effects of team development,
  • Possibility of using different team development methods.

The other important criteria also include the first impression, the establishment of contact or mediation, the price and of course the references.

An overview of providers for outdoor training offers assistance in choosing a suitable provider. With outdoor providers, in addition to the selection criteria mentioned above, pay particular attention to compliance with the safety standards.

What does a team development measure cost?

The price for a team development measure is determined by many factors. It depends largely on the type of team development measure (classic indoor as a workshop or outdoor or combination).

In detail, team development can consist of the following costs:

    • Trainer fees and travel costs for the trainers,
    • For events outside the home: travel, possibly accommodation and food costs for the team members,
    • For in-house events: meals and
    • Costs for outdoor and other team exercises.

When designing a team development, do not save at the wrong end. Outside team development measures, especially with overnight stays and common leisure activities of the team, bring important effects that you will not achieve or only to a limited extent at in-house events.

Where can I find out more about the topic?

You can find an introduction to the selection of team exercises and the introduction of five effective team exercises in our "Five team exercises" tool. A selection of providers of outdoor team development can be found here. Find out about the latest trends in personnel development.

The "Dialogue on Intercultural Team Development", edited by Kazuma Matoba and Daniel Scheible, is made up of contributions from various authors who have examined the topic of intercultural team development from different perspectives. (82 pages in PDF format)

In their article "Simulation games for team development, leadership and communication", Artur and Manfred Kaiser provide information on how simulation games can contribute to the development of teams and the solution of complex problems. The authors focus primarily on the modern pan game T.E.A.M. a.

Various presentations, exercises and tools related to team development can be purchased at synapse-web.com. A comprehensive excerpt from "Team development in practice - toolbox for team developers", which already contains numerous checklists for team development, can be downloaded free of charge. (12 pages in PDF format)

The Wolf I.O. Group GmbH provides a "team development checklist" on its website. In addition to preliminary considerations of the characteristics of an efficient team, the checklist also includes the goals and reasons for team development and the evaluation of team effectiveness. (5 pages in PDF format)

Working together in a group can only be effective if certain working methods are followed. "Eleven rules for teamwork" can be found in an online guest post on the Human Resources Manager website.

The best books on team building:

"Mentoring in tandem for success"

The standard work "Mentoring in tandem for success" (2016) by Tinka Beller and Gabriele Hoffmeister-Schönfelder supports the targeted introduction of mentoring programs in companies. With the help of the experiences of the two authors, questionnaires and illustrations are used to describe exactly how good mentoring should work at all. On the basis of more than 3,800 successfully supported mentoring partnerships and over 20 years of mentoring know-how, this work offers a good orientation for the design of mentoring processes. ISBN-13: 978-3869367279

"Teamwork, team diagnosis, team development: Practice of personal psychology"

"Teamwork, team diagnosis, team development: Practice of personal psychology" is the title of a book by Rolf van Dick and Michael A. West that was published in 2013. The two authors investigate the question of whether teamwork works in all areas of the working world and whether it delivers the desired results. After an extensive presentation of the advantages and disadvantages of teamwork, the reader is given questionnaires and guidelines with which the strengths and weaknesses of one's own team can be analyzed. Case studies conclude the work. ISBN-13: 978-3801724818

View and order now on Amazon

"Team identity, team development and leadership: Enable a feeling of unity in the workplace - use the team's potential"

In the book "Team identity, team development and leadership: Enable a feeling of unity in the workplace - use the team's potential" (2016) the author Urs Alter explains important connections between team leadership and work performance. It shows how executives can succeed in creating a team identity so that the “we-feeling” within the team is strengthened. ISBN-13: 978-3658139605

 

View and order now on Amazon

"Teamwork and team development: Basics and practical solutions for efficient cooperation"

"Teamwork and team development: Basics and practical solutions for efficient cooperation" by Armin Krenz from 2014 gives a good overview of what a team is and how a collaboration can be structured, developed and expanded. In practice, it often happens that there are disruptions within teamwork due to different communication channels. This book shows possible solutions to enable good cooperation. ISBN-13: 978-3037225196

View and order now on Amazon

"Teamwork, team psychology, team development: this is how you lead teams!"

The book "Teamwork, team psychology, team development: this is how you lead teams!" (2016) by Prof. Dr. Florian Becker describes very clearly with many implementation examples what influences the effectiveness of teams. The author gives answers to the questions why some teams achieve top performance - others do not and how you can lead your own team to success.
Graphics, tips, summaries and questionnaires help make the book easier to understand. ISBN-13: 978-3662494271

View and order now on Amazon