A friendly and well-functioning team is a dreamany manager, since organizing teamwork takes up a large percentage of his time. However, this often does not save the company from tension, conflicts and, as a result, a decrease in the quality of work. The main criterion for organizing successful teamwork is, of course, a high-quality solution to work problems. The effectiveness of any activity is assessed by the following formula: productivity * quality * resource costs * reliability. It is believed that teamwork is more effective than working alone. However, at the same time, it causes much more negativity and fears. This phenomenon is associated not with the shortcomings of teamwork as such, but with the inability to organize it. Therefore, in this article we tried to collect the most interesting and important information revealing the principles of successful teamwork.

What is a team?

Organizing effective teamworkIt starts with organizing a good team. But not every group of people working together can be called a team. A team is a small number of people with complementary skills, united by a single idea, striving for common goals and sharing responsibility for their achievement. In a team, the interests of each are secondary. Each team member must have a high professional level, be able to make decisions and effectively interact with other people. Team members depend on each other, or rather, the work of one depends on the work of another. Therefore, in a team there is equality and constant exchange of information. Team members share responsibility for achieving the goal with each other. There is such a phenomenon as team accountability - these are certain promises that generate trust and guarantee the achievement of the result. To the great regret of managers, it is impossible to just assemble a good team instantly. To do this, a group of people working together must go through a number of important stages in their development. Here is how a team is organized:

Adaptation - there is mutual information andanalysis of tasks. People cautiously communicate with each other, pairs and triples are formed. They seem to check each other and work out norms and principles of mutually acceptable behavior, which results in some vigilance in the team. The effectiveness of teamwork at this stage is low.

Grouping - small subgroups are created bysympathies and interests. There are discrepancies between personal motivation and the goals of teamwork. Team members can counteract the requirements of the task - this determines the level of allowed emotional expression. For example, the secretary throws the papers and looks at how they will react.

Cooperation - team members realize their desire to work on the solution of the problem. This open and constructive communication first appears with the pronoun "we".

Normalization of activities - norms and principles of teamwork are developed. There is a sense of trust, interpersonal communication is at the highest level.

Functioning is the decision-making stagefor the constructive solution of problems. Everyone has a role to play. The team openly manifests and resolves conflicts. Now it is already possible to talk about a true team that has common goals for all members of the collective, joint activities to achieve these goals, the existence of a good and adequate organizational structure, a good psychological climate. The organization of effective team work at this stage can be considered successfully completed.

Psychologists describe a number of phenomena that arise in a group and are related to the effectiveness of teamwork:

• volume effect - the results of activities depend on the size of the group (the effectiveness of a very small or very large group will be the smallest).
• effect of the qualitative composition of the group - the resultsteamwork depends on the homogeneity-heterogeneity of the composition (the best group will work together, whose members are of different sex and age, but almost identical in social characteristics).
• conformism - behavior or beliefs of membersgroups change as a result of real or imaginary group pressure. The role of public opinion is very high for each member of the team, and everyone respects the principles worked out by common efforts.
• deindividualization - loss of self-awareness and fear of evaluation in situations of anonymity that do not focus on a particular person.
• phenomenon of risk shift - the group takes the most or the least risky decision, rather than taking its members separately.
• "Oglupnenie" thinking - all members of the group are engaged solely in the search for a solution that suits everyone and discard the realistic options.
• social laziness - if responsibility is divided into group members, then all begin to work "through the sleeves."

We can talk about some signs of organizationa good team. In this team, the members feel that they are part of a working group. There is a balance between effective teamwork and cooperation. The members of the team feel competent, perform tasks independently and are responsible for their implementation. There is a continuous discussion between them to improve cooperation and increase the effectiveness of teamwork. Each person freely offers his or her ideas and criticizes others. The team members are aware of each other's tasks and have an idea of ​​each other's talents and abilities, which means interest and respect for each other. There is an atmosphere of open and constructive communication, everyone is willing to engage in an open dialogue. Information is constantly, quickly and purposefully shared. There is openness to the outside world and the organization of constructive cooperation with other teams.

Who are you - the inspiration or critic?

In a good team, every member feelsbetween what he gave to the group and what he received from it. This is achieved by each person occupying his optimal place in the team. Performing his function in this place, he feels a balance between what he can and what he wants. Research has proven that for the most effective teamwork to be organized, there must be nine roles in a group. They do not necessarily have to be played by nine people - some team members can combine the performance of certain functions, playing not one role, but two or more. These roles are:

"Working Bee" This is a disciplined and verya reliable person. He is conscientious in interpersonal commitments due to constant internal control. He is practical, trusting and tolerant towards colleagues, conservative and internally conflict-free. Works for the team, without focusing on his own goals. Acts on the principle: "work is a moral duty". It is the "worker bees" who turn the decisions and strategies of teamwork into specific tasks - sort the goals and build the logic of their achievement. But the principles of organizing effective teamwork are such that teams consisting entirely of "worker bees" (even if they have a very high level of intelligence) do not achieve results above average, because they do not have valuable ideas and they are not flexible - they get into a dead end when changes are needed.

"The Leader" is emotionally stable,a calm and self-confident person. He is characterized by organizing the development of a strategic vision, integrating and coordinating the team's efforts to achieve goals. He is able to find an appropriate role for everyone in the team. He can listen without prejudice, consider and evaluate the merits of all proposals, as a result of which the opinion of the entire group is formed. Instead of creative thinking, he has a strong character. He is highly motivated to achieve results, has an average level of intelligence (116-132), since people with too high an intelligence go into excessive reflection. He sees the strengths and weaknesses of others well, is a good communicator, and knows how to listen. His shortcomings include the fact that he is prone to being influenced by other people or can be inflexible in his assessments. He does not know how to infect with enthusiasm and effectively manages only in stable conditions.

"Motivator" This is a very energetic, "running""jumping" person. He does not get along well with managers, and when he gets bored, he is "eaten by the boss". He is restless, prone to domination, dynamic, has the drive and courage to overcome obstacles (they invigorate him). For him, life is a challenge. If the manager is a social leader of teamwork, then the "motivator" is a target leader responsible for a separate project. He quickly assimilates information, is devoid of shyness and timidity, and is prone to disappointment. His irritability, impatience, and tendency to discontent can be noted as disadvantages.

"Idea Generator" This is creative, gifteda creative person with a rich imagination, capable of solving complex problems. He is more concerned with the image as a whole than with its details. He is able to organize the development of new projects, but others will develop the ways to implement these projects. Such people are trusting and unprotected from attacks by society. They can make stupid mistakes, since they devote a lot of time to creative energy, ideas, but do not take into account the needs of the group or do not contribute to the achievement of the team's goals at all. He needs support from management. If the "idea generator" is criticized, he may refuse to cooperate at all. This is his disadvantage - he does not care much about organizing effective cooperation.

"Supply" This is a resource explorer,an extrovert, full of enthusiasm. He is sociable, develops contacts well and uses other people to his advantage, skillfully directs a business conversation to a useful conclusion for himself. He leaves the group and brings information, ideas, materials needed by the group. His disadvantages: he is ineffective in solitary work, he needs the admiration of others. He can waste time on things that are not related to the goal. He is not able to work in monotonous and uniform situations. This is why he often quarrels with the "worker bees". He protects teamwork from stagnation and gives the group a sense of reality.

"Critic" This is a person who carries outmonitoring and analyzing what is happening. For him, the correct organization of work is more important, the task is more important than people. He is very reasonable and sensible, predicts the situation well. His criticism does not offend people, since it is based on the principle of "nothing personal". This is a strategically thinking and insightful person, he considers all options and makes unmistakable conclusions. His main function is to evaluate ideas. He is able to justify his position and sees the strengths and weaknesses of any project.

"Analyst" Takes into account all factors and leads the teamto making the right decision. Its disadvantages are that it pays little attention to people and is unable to motivate, it lacks warmth and cordiality. Due to its increased attention to detail, it can lose its strategic goal. "Analysts" do not show themselves brightly, so they should not be gathered together. They interact best with a "leader", a "motivator" and an "idea generator", so their work should be organized in this direction.

"The Inspirer" This is the person who is the "life of the party",team player. Responsive, calm, receptive, diplomatic, able to listen to others. He prevents friction, regulates conflicts, calms down – in general, ensures a good morale of the team. He is able to exert a delicate influence on those in conflict, find common ground for disputants, give the team additional strength during a crisis. All team members find it easy to interact with him, since the “inspirers” themselves attribute any problems to the costs of work. As for the disadvantages, it can be noted that “inspirers” are indecisive, poorly capable of action and susceptible to the influence of other people. For them, the task is nothing, the main thing is the team. They are not able to lead, they work best with a motivator.

"Controller" This is the finalizer, the "finisher" of projects.He is organized, conscientious, disciplined, and cares about the result. He knows how to bring any task to completion. The "Controller" is capable of intense, effective work over a long period. It is bad if his activity is accompanied by perfectionism - then the completion may be postponed for a long time. The "Controller" can be picky towards others. He is reluctant to delegate authority. Works well with "suppliers", "idea generators" and "motivators" - they offer ideas, and the Controllers implement them. They are respected by "worker bees". They interact worst with "analysts".

"Specialist" This is a team member who hasrare knowledge and skills. An expert in a narrow professional field. Needed by a team when solving a very specialized task. Others perceive him critically, because he seems like a bore. The organization of this person's work is characterized by the fact that he can get carried away with small details to the detriment of the main goal.

All this does not mean that the team is requiredall nine people must be represented. But depending on the task at hand, a certain set of roles is needed to avoid competition between similar roles and achieve results with minimal costs.

How to make the team work efficiently?

Achieve high quality indicatorsactivity is difficult even from one person. But what to do if you have a whole team under your command and the effective organization of their work depends on you? There are a number of mistakes that reduce the effectiveness of the team:

• The discrepancy between the leader, the team and the type of task being solved.
• Unsuccessful selection of employees in the team.
• Poor socio-psychological climate.
• Lack of a clear goal or criteria for achieving it
• Low productivity of teamwork

These are the most common mistakes,но их можно избежать. Мотивация работы практически любого человека складывается из трех составляющих: оплата, интерес и социальная значимость. И если первые два элемента у всех на слуху, то про последний зачастую забывают. Но это неправильно – члены команды должны быть убеждены, что выполняют важный проект, реализация которого принесет компании существенную пользу. Это должно неоднократно оговариваться и показываться на встречах менеджмента и коллектива. И все-таки основа любой команды – это люди. С одной стороны, они должны обладать довольно-таки обширными дополнительными знаниями и навыками, необходимыми для реализации поставленной цели. А с другой – они должны быть легкообучаемыми, поскольку командная работа сама по себе представляет образовательный процесс, в ходе которого квалификация работника возрастает. Особую роль среди работников играет руководитель команды. Грамотный руководитель, помимо управления, планирования и контроля, должен организовать и мотивировать трудовой коллектив для совместной деятельности, а также развивать в нем самоуправление. Из-за особенностей человеческого фактора это зачастую бывает сложнее, чем выполнение других его обязанностей: машина работает столько, на сколько запрограммирована, а человек – всегда по-разному. Самый главный критерий при выборе руководителя – его четкое представление об организации работы команды. Основной механизм влияния – негативная и позитивная обратная связь. Кроме того, он представляет команду во взаимодействии с окружающими и устраняет внешние препятствия. Хорошим руководителем можно считать того, чья работа как члена команды не является очевидной для других участников. Как уже было сказано выше, на начальных этапах формирования команды психологический климат внутри нее отличается повышенной конфликтогенностью. Высшему руководству необходимо это учитывать и лояльно относиться к коллективу в подобный кризисный период. Уменьшить количество столкновений можно при помощи тренингов, мозговых штурмов и работы над интересными проектами, в ходе которых команда почувствует себя единым целым. Для того, чтобы уменьшить количество конфликтов команде необходимы четкие правила и принципы работы. Причем эти конвенции должны быть сформулированы и приняты самой командой изнутри. Нарушение этих правил должно наказываться, а не «спускаться на тормозах». Как правило, коллектив впервые чувствует себя командой лишь тогда, когда командная работа приносит первый успех. Поэтому наиболее оптимальной первой целью для команды будет цель сложная, но достижимая за сравнительно небольшой промежуток времени. Это существенно поднимет командный дух. Бывает так, что команда, чрезмерно погрузившись в работу над проектом, утрачивает связь с реальностью, что может негативно сказаться на эффективности ее деятельности. Для того, чтобы этого не происходило руководитель должен организовать приток внешней информации к команде и от нее. Это поможет ее участникам оставаться в тонусе. Как уже было написано выше, особую роль играет организация группового взаимодействия в командной работе. Для интенсивного личного контакта между участниками коллектива необходимы время и место, где команда могла бы спокойно работать и общаться. Также полезны будут встречи и в нерабочее время – особенно в ситуации кризиса. Таким образом, для поддержания эффективной командной работы необходимо следующее: определения требований к руководителю коллектива и его поиск на основе этих требований, знание и учет принципов формирования высокоэффективной команды, понимание стадий развития коллектива и учета ограничений командной работы. Учесть все тонкости зачастую бывает невозможно. В любой командной работе присутствуют слабые места, и только у успешной команды эти слабые места компенсируются сильными сторонами. В любом случае, работа в команде – это риск. Но кто не рискует, тот не пьет шампанского и не достигает высочайших вершин. Советуем почитать:

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