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teamwork
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{{Short description|Collaborative effort of a team to achieve a common goal}}{{Other uses}}(File:Pushing van together (cropped).jpg|thumb|6 people pushing a van)File:Defense.gov News Photo 100930-N-2855B-251 - U.S. Navy sailors aboard the guided missile destroyer USS Bainbridge DDG 96 haul in a mooring line while mooring the ship in Faslane Scotland on.jpg|thumb|U.S. NavyU.S. Navy(File:US Navy 070425-N-4198C-002 Personnel Specialist 1st Class Omar Saliba and Hospital Corpsman 1st Class Ryan De La Cruz lead the men^rsquo,s Navy rowing team.jpg|thumb|A U.S. Navy rowing team)(File:Hemlock Overlook - Peanut Butter Pit - 01.jpg|thumb|A group of people forming a strategy)(File:Hemlock Overlook - Peanut Butter Pit - 04.jpg|thumb|A group of people collaborating)Teamwork is the collaborative effort of a group to achieve a common goal or to complete a task in an effective and efficient way.JOURNAL,www.questia.com/magazine/1G1-13770774/work-teams-that-work, dead, Work Teams That Work, Training & Development, 47, 3, Montebello, Anthony R., Buzzotta, Victor R., March 1993,web.archive.org/web/20180226092201/https://www.questia.com/magazine/1G1-13770774/work-teams-that-work, 2018-02-26, JOURNAL, Salas, Eduardo, Nancy J., Cooke, Michael A., Rosen, 2008, On Teams, Teamwork, as well as Team Performance: Discoveries and Developments, Human Factors: The Journal of the Human Factors and Ergonomics Society, 50, 3, 540â547, 10.1518/001872008X288457, 18689065, 17017793, Teamwork is seen within the framework of a team, which is a group of interdependent individuals who work together towards a common goal.BOOK, Team Players and Teamwork: New Strategies for Developing Successful Collaboration, Parker, Glenn, Jossey-Bass, 2008, 978-0-787-99811-0, San Francisco, 1â68,archive.org/details/teamplayersteamw00park_1, subscription, The {{clarify|reason=I count at least six|text=four|date=August 2023}} key characteristics of a team include a shared goal, interdependence, boundedness, stability, the ability to manage their own work and internal process, and operate in a bigger social system.BOOK, Thompson, Leigh,archive.org/details/makingteamguidef00thom, registration, Making the Team: A Guide for Managers, 2011, Prentice Hall, 978-0-13-014363-1, 4th, Upper Saddle River, New Jersey, Teams need to be able to leverage resources to be productive (i.e. playing fields or meeting spaces, scheduled times for planning, guidance from coaches or supervisors, support from the organization, etc.), and clearly defined roles within the team in order for everyone to have a clear purpose.{{multiref2- the content below is remote from Wikipedia
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LAST2=BORDIA | LAST3=DUCK | YEAR=2003 | JOURNAL=ACADEMY OF MANAGEMENT JOURNAL | ISSUE=1 | DOI=10.2307/30040680 | 2=GERSICK>FIRST=CONNIE | TITLE=REVOLUTIONARY CHANGE THEORIES: A MULTILEVEL EXPLORATION OF THE PUNCTUATED EQUILIBRIUM PARADIGM | VOLUME=16 | DOI=10.5465/AMR.1991.4278988, 13960681, | FIRST=MICHAEL | YEAR=2012, 978-0-470-97498-8, | FIRST1=STEPHEN | FIRST2=MICHAEL | YEAR=2014 | LOCATION=ANDOVER, }} Teamwork is present in contexts including an industrial organization (formal work teams), Athletics (physical culture) | (sports teams), a school (classmates working on a project), and the healthcare system (operating room teams). In each of these settings, the level of teamwork and interdependence can vary from low (e.g. golf, track and field), to intermediate (e.g. baseball, football), to high (e.g. basketball, Association football>soccer), depending on the amount of Human communication | , Social interaction>interaction, and collaboration present between team members.Among the requirements for effective teamwork are an adequate team size. The context is important, and team sizes can vary depending upon the objective. A team must include at least two members, and most teams range in size from two to 100. Sports teams generally have fixed sizes based upon set rules, and work teams may change in size depending upon the phase and complexity of the objective.HistoryThe Oxford English Dictionary records the use of “team-work” in the context of a team of draught animals as early as 1800.{{oed | teamwork}} â “How is the ploughing, the drawing, and all kind of team-work to be performed without horses?“Even though collaborative work among groups of individuals is very prominent today, that was not the case over half a century ago.{{Clarify timeframe|date=June 2021}} The shift from the typical assembly line to organizational models that contained increasing amounts of teamwork first came about during World War I and World War II, in an effort{{by whom|date=June 2021}} for countries to unite their people.{{citation needed|date=June 2021}} The movement towards teamwork was mostly 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 contemporary High Performance Organizational Model.JOURNAL, Hoegl, Martin, Hans Georg, Gemuenden, 2001, Teamwork Quality and the Success of Innovative Projects: a Theoretical Concept and Empirical Evidence, Organization Science, 12, 4, 435â449, 10.1287/orsc.12.4.435.10635, 3085981, {{qn|date=June 2021}}Effective teamwork characteristicsA team must have certain interrelated characteristics to work effectively.Among these is strong group cohesion. There is a positive relationship between group cohesion and performance.{{cn|reason=|date=August 2023}}Communication is another vital characteristic for effective teamwork. Members must be able to effectively communicate with each other to overcome obstacles, resolve conflict, and avoid confusion. Communication increases cohesion.{{cn|reason=|date=August 2023}}Communication helps to clearly define the team’s purpose so that there is a common goal. Having a common goal increases cohesion because all members are striving for the same objective and will help each other achieve their goals.{{cn|reason=|date=August 2023}}Commitment occurs when members are focused on achieving the team’s common goal.Accountability is necessary to ensure milestones are reached and that all members are participating. Holding members accountable increases commitment within team relations.{{cn|reason=|date=August 2023}}Basic team dynamicsBasic team dynamics include:BOOK, Groups That Work (and Those That Don’t): Creating Conditions for Effective Teamwork, Hackman, Richard, Jossey-Bass, 1990, 978-1555421878, 1â13; 479â504],archive.org/details/groupsthatworkan0000unse, registration,
Processes{{See also|Team development}}Teamwork processes fall into three categories:JOURNAL, Marks, Michelle A., John E., Mathieu, Stephen J., Zaccaro, 2001, A Temporally Based Framework and Taxonomy of Team Processes, Academy of Management Review, 26, 3, 356â376, 10.2307/259182, 259182, JOURNAL, LePine, Jeffery A., Ronald F., Piccolo, Christine L., Jackson, John E., Mathieu, Jessica R., Saul, 2008, A Meta-Analysis of Teamwork Processes: Tests of a Multidimensional Model and Relationships with Team Effectiveness Criteria, Personnel Psychology, 61, 2, 273â307, 10.1111/j.1744-6570.2008.00114.x, 0031-5826, 10.1.1.468.6198,Transition processesThese processes occur between periods of action. Team members can evaluate their overall performance as a team and on an individual level, give feedback to each other, make clarifications about the upcoming tasks, and make any changes that would improve the process of collaborating.{{clarify|reason=explain what the following list is for|date=August 2023}}
Action processesThese processes take place when the team takes steps to accomplish its goals and objectives. Team members keep each other informed about their progress and their responsibilities, while helping one another with tasks. Feedback and collaborative work continues in high levels throughout this process.{{clarify|reason=explain what the following list is for|date=August 2023}}
Interpersonal processesThese processes are present in both action periods and transition periods, and occur between team members. This is a continuous process, in which team members communicate thoughts and/or feelings concerning either another team member or a manner in which a task is being performed. Furthermore, team members encourage and support each other on their individual tasks.{{clarify|reason=explain what the following list is for|date=August 2023}}
Training to improve teamworkTeamwork and performance can be enhanced through specific training that targets individual team members and the team as a whole. Bruce Tuckman proposed a team developmental model that separated the stages of a team’s lifespan and the level of teamwork for each stage:{{multiref2 |
YEAR=1965 | JOURNAL=PSYCHOLOGICAL BULLETIN | ISSUE=6 | DOI=10.1037/H0022100 | S2CID=10356275, | FIRST1=DONNA | FIRST2=ALAN | YEAR=1998 | PAGES=135â177 | URL-ACCESS=REGISTRATION, }}
Enhancing teamworkOne way organizational psychologists measure teamwork is through the Knowledge, Skills, and Abilities (KSA) Teamwork Test.JOURNAL, Stevens, Michael, Campion, Michael, 1994, The Knowledge, Skill, and Ability Requirements for Teamwork: Implications of Human Resource Management, Journal of Management, 20, 2, 503â530, 10.1177/014920639402000210, 220584820, This test was developed by Michael Stevens and Michael Campion in 1994. It assesses people who want to join a team by measuring 14 KSA requirements for teamwork, especially within formal teams. The test has two main categories: Interpersonal KSAs that contain items such as Conflict Resolution and Communication, and Self-Management KSAs that include items such as Goal Setting and Task Coordination.Drawbacks and benefitsUtilizing teamwork is sometimes unnecessary and can lead to teams not reaching their performance peak. Some of those disadvantages include:BOOK, Self-Directed Work Teams: The New American Challenge, Osbrun, Jack, Moran, Linda, Musselwhite, Ed, McGraw-Hill, 1990, 978-1556233418, Homewood, IL, 1â26,archive.org/details/selfdirectedwor00orsb, registration, BOOK, The Wisdom of Teams: Creating the High-Performance Organization, Katzenbach, Jon, Smith, Douglas, Harvard Business School Press, 2015, 1â26,
References{{Reflist|30em}}Further reading{{Commons category}}
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