Optimize the collective potential of the teams

With increasingly flat structures, remote and virtual relationships, growing diversity, the need to change quickly with market globalization, to do more with less, companies are looking at their teams to improve productivity and organizational effectiveness. Team members seek to be part of teams where their contribution contributes to the collective goal, where collaboration reigns and where interactions are positive and healthy.
Let’s first define what a team is. A team is a group of people united around a common goal with specific goals and roles and who share responsibility for results. It normally has a common mode of operation and ideally it consists of people with complementary skills.
In a less visible aspect, the team is a dynamic and living system in itself; it represents much more than the sum of individual talents. She has a culture and a personality of her own and often works out of implicit rules (working hours are from 9 am to 5 pm, but in our team, if we leave before 18 pm, it is frowned upon). A reciprocal influence takes place: the team influences the individuals, and the individuals influence the team.
In companies, teams take different forms of increasingly complex: in addition to natural and traditional teams such as a marketing department, there are project teams who work according to a schedule such as a computer implementation team, teams multifunctional as a management team and an increasing number of virtual teams whose members are geographically dispersed and rely on technology for their interactions.
What distinguishes successful teams?
The studies conducted by Team Coaching International on more than 200 clients show that less than 10% of the teams evaluate themselves as being highly efficient. If 90% of all other forms of capital demonstrated these results, would we look at this? Certainly…
They have developed a model that attributes fourteen factors to high performing teams.
The so-called productivity factors describe the ability of a team to produce the tasks expected by it. This includes alignment, goals and strategies, accountability, decision making, resources and team leadership.
The so-called positivity factors describe the processes and relational skills needed to function effectively as a team. They include trust, respect, camaraderie, communication, constructive interaction, valuing diversity and optimism.
The ideal team would get a score of 9 in all areas.
The best performing teams are characterized by an effective balance between productivity and positivity.
Organizations are generally interested in productivity measures because they are easily identifiable, and their impact on results is more easily measurable. However, there are many research findings that continue to demonstrate that organizations that are concerned about positivity consistently improve their productivity.
Let’s also remember that creativity, resilience and a great capacity for adaptation are catalysts for teams.

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