Team is a group of people striving to achieve a common goal. And in order to teach these people to interact effectively, work productively together, avoid conflict situations and resolve them, it is necessary to take certain measures to unite the team. Community is critical for both leaders and team members. That is why in the third lesson we will talk about what corporate culture is, how to properly organize the interaction of people, how to create a healthy positive atmosphere, which can bring together completely different team members. Let us begin our conversation by considering the question of what are the general conditions for forming a cohesive team.

Conditions for forming a cohesive team

To begin with, we note that a team has every chance of becoming united if:

• The team is age homogeneous
• The worldview, values, views and interests of the majority of team members coincide
• Team interaction is built on respect, goodwill, acceptance of opposing opinions and psychological comfort
• The team is actively working to achieve a common result and does not experience a shortage of emotions
• The team leader is an example of an effective employee and a wonderful colleague
• The team leader takes measures to unite the team
• The team has the opportunity to compete and maintain a competitive spirit

These are the basic conditions that you need to focus on in your work, but compliance with them does not guarantee that the team will be integral and friendly. This goal can be achieved when the team meets a number of important criteria. They are worth considering in more detail.

Motivation

Motivation determines the degree of activity and interest of team members in their work, as well as their desire to move forward. - this is a person who feels the need and attraction to joint activities, is aware of its value and necessity and is passionate about it. Indicators that determine the level of motivation include the interest and activity of each player aimed at the benefit of the team, his full involvement in the process, the quality of actions and the degree of satisfaction from their implementation.

Focus

The team's focus presupposes the desire for collective victory and group interest in the project. The level of focus is determined by the level of interest of all players in working together, creating a more comfortable microclimate, building trusting relationships, and compliance of established relationships with the general nature of the work. It is important to note that the focus of a team depends on how people's personal goals relate to the team goals, how they complement or contradict each other.

Structurality

A structured team is a team in which the organization of interaction is subject to a strict order regulating the functions, duties, rights and responsibilities of people. Structuring allows the team, if necessary, to split into subgroups to solve specific problems. This parameter is determined by the effectiveness of task distribution methods, the quality of mutual understanding between all team members and the correctness of business interaction.

Integrity

What we mean here is the unity of the team members. The extent to which people on a team are interconnected and interdependent affects the quality of their community and the degree of compatibility. To understand how integral a team is, you need to analyze the ratio of the number of joint achievements to the total number of implemented projects and understand what is dominant in the activity - joint or group work.

Organization

An organized team is an assembled and ordered team, subordinate to a specific order that determines joint work; a team capable of acting according to plan. Such a team is easily managed by a leader, but at the same time it is self-organized and efficient. The level of organization is influenced by the depth of participation of team members in teamwork, the number of responsible persons and their leadership potential, the quality of management decisions, etc.

Consistency

Coherence means the harmony and effectiveness of the interaction of all team members, due, again, to a common goal. How coordinated or uncoordinated the team acts depends on the methods used to eliminate contradictions and disunity, the level of conflict between people and theirs.

Efficiency

Productivity serves as an indicator of team cohesion in solving problems and moving towards the intended goal. This criterion generally characterizes the productivity and productivity of group work. The higher the performance, the more united the team.

Thus, we found out that only a team that meets, albeit not all, but most of the conditions and criteria specified above, can be cohesive. If, in the process of team building, a leader relies on organization, consistency, effectiveness, focus, etc., he himself opens up opportunities for the formation of a competent, productive and truly friendly team. But how the team comes together is a more complex question.

How a cohesive team is formed

The corporate culture, the development, formation and maintenance of which requires considerable effort, rests entirely on a close-knit team. But its creation is a rather long process. However, today we can arm ourselves with a step-by-step methodology for creating the ideal team. It consists of five mandatory stages, and it is highly undesirable to exclude or change their sequence.

Lapping stage

This is the stage from which a new team begins to form. Any team goes through it, especially a new one whose members have not yet worked together. Participants pay attention to each other, try to figure out who is who, demonstrate themselves and their character traits, show abilities, and reveal their potential.

It is very important to pay maximum attention to the general characteristics of the selected candidates. Here you can involve a psychologist or an interpersonal relations specialist who will help people get used to each other, taking into account the individual characteristics of each and minimize the problems of subsequent stages.

Conflict stage

Team unity almost always goes through conflicts, and this is a normal occurrence for any team. The key to successfully passing this stage will be the ability to generally resist their occurrence. Often, at the conflict stage, small groups are formed within the team, leaders and outsiders are identified, and misunderstandings appear in various forms.

In cases where one of the candidates cannot fit into the group, constantly enters into confrontation with someone, or cannot withstand pressure, measures should be taken to resolve the situation or eliminate the unsuitable candidate.

Experimental stage

After passing the second stage, the potential of both individual team members and the entire team begins to grow, and this applies to both the professional and personal spheres. The third stage is characterized by disruptions in work, uneven distribution of workload, team dysfunction - all this is a consequence of the stabilization process.

As a result of work experiments, the manager gets the opportunity to more effectively distribute responsibilities, taking into account the abilities, knowledge, skills and abilities of each team member. As a result, a powerful association of people is formed who are ready to solve serious practical problems in real conditions.

Creative stage

The fourth stage is interesting because in the process of people interacting with each other, the most responsible employees and informal leaders are identified. They can be involved in managing the team, performing more responsible tasks, and monitoring work. If at the first three stages it was too early to draw any conclusions, now everything is falling into place.

Maturity stage

The fifth stage of team unity leads to its maturity. All team members clearly know their roles, functions and responsibilities, and understand what is required of them. Any disagreements and controversial issues are resolved constructively and in a calm atmosphere. The team becomes complete in terms of interpersonal interaction and compliance with corporate requirements. With a mature team, you can confidently expect to achieve high results.

As you can see, creating a successful team is subject to its own rules. As a leader, you must take them all into account and not try to jump from one stage to another. The above algorithm has stood the test of time and has repeatedly proven its relevance. Your task is only to follow it and not rush things. The only thing you can do to speed up the process is to use team building tools. We will talk about them below.

Team building tools

It is very important and necessary to use auxiliary methods of team building in team building, because they help reduce the time it takes to create a great team of specialists. If we summarize these methods, we get a small list of effective tools.

Traditions

Corporate traditions are considered one of the best ways to unite people. When you find yourself on your team, every person wants to feel comfort and peace. And traditions contribute perfectly to this. You can start each workday by watching funny videos with the whole team or end it with a 15-minute tea party with all sorts of goodies. During the day, you can organize a general meeting for a playful workout, and on Fridays everyone can go to the pool together, ending the work day an hour earlier. There are many options, and each of them brings team members closer to each other, allows them to open up and always feel at ease.

Meetings

Meetings should not be treated as something very formal. You can get together at work or in an informal setting. At such meetings, it is useful to discuss both work issues and something that does not concern them at all. By the way, meetings can also be made a tradition. Once a day, once a week or a couple of times a month - essentially it doesn’t matter. It is only important that everyone is present, feeling like a valuable member of the team. In addition to the issues discussed at the meetings, you can congratulate someone on their successes, praise them, and even reward them with symbolic gifts - this will greatly enhance the positive impact of the meetings.

mass media

We are, of course, talking about media such as corporate newspapers or magazines. Such publications should cover the life of the team: successes, news, achievements, significant events and dates, suggestions and wishes of employees, etc. All this helps people get to know each other better, find common interests and common ground, open up and become more friendly. If the corporate publication is made by the employees themselves on a creative basis, you can make sure that different team members and their combinations are responsible for the preparation every month.

Rest

Team building and team building is not only work, but also fun. Traveling together and having a good time is a great way to make people friendlier. It perfectly increases productivity, relieves tension and stress, allows people to see each other in a new light, promotes, and immerses the team in a relaxed atmosphere. A lot of activities can be suitable for relaxation: team-building training, hiking in the mountains, swimming in the lake, playing football, an adventure quest and much more. But the most interesting thing is that spending time together builds team spirit even when people don’t think about it.

Gamification

This is the use of gaming technologies and techniques in life, work and learning. It allows you to make even the most boring activity unusual and interesting, and for team building it is simply an indispensable tool. Let team members complete their tasks, solve problems, and achieve results as if they were going through levels of a game called “Job” or “Project.” Introduce a system of points, badges and rewards, skill levels and titles. By achieving a new goal, a team member can earn, for example, 5 points, receive the title of “Connoisseur” and a movie ticket for the weekend. Others will see this result, and this creates a positive attitude towards work and a competitive spirit. By the way, many thriving companies already use gaming techniques in their work, and their teams are incredibly productive and efficient.

However, we will talk about successful teams later, but for now let’s say a few words about what events contribute to competent team building, team unity and organizing the interaction of people in a team in the best way.

Team building activities

As we have already said, one of the best ways to make people more friendly is to organize collective events, united under the general term “team building”. Next, we want to introduce you to several categories of team building that you can consider.

Intellectual team building

This category includes any collective activity that requires the use of mental abilities, for example, quests, role-playing games, photo competitions, etc. The point is for team members to be smart and use their heads. Intellectual activity reveals a person’s potential, brings out his talents and brings him closer to others.

Several examples of intellectual team building and their brief description:

• City quest. The team must navigate to different places in the city, solve riddles, solve puzzles and find clues along the further route.
• Photo navigation. The team receives a photograph of some place in the city on the gadget. You need to understand what this place is and arrive at it on time. There may be several places.
• Do it yourself. The team receives the task of making an object (for example, a lamp or a chair) with their own hands, using any materials and components.
• Art history. The team is going to visit a museum or art exhibition. Each participant is given the task of learning as much as possible about a particular exhibit or painting and then talking about the object on site, acting as a tour guide.
• Craft. The team is given the task to choose an interesting craft (making mead or jam, embroidery, burning, wood carving, etc.) and make their own product.

For variety, you can divide a large team into several smaller teams to maintain the competitive effect. Of course, there should be prizes and rewards for victory that are valuable to the team building participants. For the manager, the reward will be a friendly and united team.

Creative team building

This type of team building allows you to unite the team on a deeper level. It increases the degree of trust of team members in each other, improves mutual understanding, and promotes even greater emancipation. Despite the fact that the proposed method has not yet taken root in Russia, its effectiveness is undeniable. The very fact of novelty adds even more zest to it.

A few examples of creative team building and their brief description:

• Theater. The team puts on a production or performance and demonstrates it to other colleagues at the appointed time.
• Music. The team masters musical instruments (or selects people who know how to play something) and composes their own work or performs a well-known composition.
• Dancing. The team comes up with their own dance and demonstrates it to the rest of their colleagues at the appointed time. Another option is to arrange a dance party or go to a disco with the whole group.
• Literature. The team is preparing for a public reading of a work or demonstrating knowledge of literature on a special day.
• Movie. The team is tasked with making a short film on a free or specific topic. The functions of director, cameraman and actors are performed by team members.
• Cooking. The team receives the task of preparing some dish from the cuisine of a certain country, including an exotic one. As a result, the whole team tastes the culinary delight and shares their impressions.

As in the previous case, a large team can be divided into several teams. But the emphasis is not on winning the competition, but on maximizing creative potential and establishing trusting relationships between team members.

Extreme team building

Another great way to bring the team together. But it should be borne in mind that it can be somewhat dangerous, because... Extreme recreation and related sports are taken as the basis. This method perfectly distracts people from work and allows them to get a lot of emotions and impressions, as well as a solid dose of adrenaline.

Several examples of extreme team building and their brief description:

• Paintball. The team goes to a paintball club, puts on ammunition and plays “war games”.
• Obstacle course. The team builds a strip with all kinds of obstacles (pits, ropes, nets, mud) and overcomes it. You can go to a specialized club.
• Location orientation. The team is tasked with finding a certain number of control points in a specific area. The event can be held in the city, in the forest, in the mountains. Cars can be used.
• Rafting. The team orders rafting on a mountain river from a travel agency and goes rafting (the difficulty category of the rafting route must be taken into account).
• Parachuting. The team orders parachute jumps from a specialized club. Thanks to the crazy emotions, such a pastime will turn into first-class team-building training.

We won’t argue that such extreme sports are not suitable for every team, and especially not for every person. But if you still dare to tickle the nerves of yourself and your team, you can be sure that your people will not only remember such adventures for a long time, but will also become real comrades in arms.

So, we have offered you several team building options that will provide you with serious support in building a strong team. But we are sure that you would also like to focus on such team building methods that are used today in world-famous companies. And especially for you, we have made a selection of companies with the best corporate culture.

Examples of the best corporate culture

We took the materials of the American publication Enterpreneur, which covers events from the world of entrepreneurship and business, as the basis for the information presented. You can safely take note of the ideas you like and apply them in your own work.

Twitter

Anyone who is familiar with the corporate culture of this company will say only flattering and admiring words about it. Employee relationships are built on friendship and trust, everyone is motivated by team goals. Excellent working conditions contribute to this: briefings on the roof of the headquarters in San Francisco, with stunning panoramic views, delicious free breakfasts, joint yoga classes and a lot of other bonuses and opportunities. Every Twitter employee knows they are a valuable member of a team of people making a difference in the world.

Facebook

This company itself has long become a symbol of an ideal corporate culture. Its employees are provided with everything necessary for comfortable and relaxing work: healthy free meals, open-air offices, opportunities for relaxed team communication, personal and professional growth. To relieve tension among team members, management created special recreation areas with comfortable furniture, audio and video equipment. The company pays great attention to the emotional and mental well-being of its employees and organizes many entertainment events, from joint relaxation sessions to concerts by show business superstars.

Google

It is no coincidence that Google has been included in the list of companies with the best corporate culture for many years, and many startups are guided by it. It boasts of providing free education, organizing exciting excursions, its own gyms, financial bonuses, open speeches by company heads, the most comfortable working conditions, and these are not all the advantages of Google’s approach to team building. The company pays the same serious attention to the development and cohesion of the team as to business issues.

Adobe

This company can be considered one of those whose management is not afraid to trust its employees to complete the most difficult tasks. And you yourself encounter the results of this approach every day, including your computer. In addition to providing many benefits (food, travel, rental housing, access to gyms, swimming pools, etc.), Adobe management strives to maximize the creative potential of each team member. This is expressed in boundless trust in employees, organization of all kinds of training for team development, and attention to the smallest details of people’s lives. Also, Adobe does not have any ratings, which often demotivate players, and each newcomer works under the guidance of a coach. Mistakes are perceived here as steps towards personal growth and success.

Southwest Airlines

This company is famous for the fact that its customers unanimously declare the positive attitude, friendliness and “happiness” of its employees. For more than 40 years in the market, the organization has developed its own unique corporate culture. Each employee is provided with all kinds of benefits, including air travel. Training and development team events are regularly held. Team members all relax together, travel, visit entertainment venues and take advanced training courses. Achieving a common goal is one of the company’s commandments, shared by all its members without exception.

Zappos

The largest shoe manufacturer, Zappos, is known not only for its quality products, but also for its excellent corporate culture. It’s surprising that even at the initial stage of training, the company offers each candidate $2,000 if he refuses to work there, but only a few agree to this - people want to work at Zappos so much. From the very first days, every new employee is instilled with ten company values, including the desire to make every client happy and the importance of team spirit. Office politics have nothing to do with the level of employees' salaries - it depends only on the quality of their work, and employees are not limited in methods. Huge amounts of money are allocated for team building and team-building training.

Chevron

Unlike many oil and gas corporations, Chevron is famous for its excellent corporate culture. The management is truly amazing about the safety of its people and tries to support them in every way possible. The company's enterprises have their own fitness centers and health centers, sports clubs, tennis halls and even bars. There are many health plans available to employees. Rest breaks during the working day are a mandatory condition of work, as is participation in trainings for team building and development.

SquareSpace

Despite the small age of this company, it has already gained fame as one of the best in New York, and long queues are lined up for employment here. The corporate culture of this company is characterized by a creative, open and simple atmosphere. There is no clearly established and regulated subordination between employees; ordinary employees and managers solve problems under the same conditions. Everyone is provided with health insurance, flexible vacations and generous vacation pay, free meals and many other benefits. Team building activities are the most important area of ​​the company’s life, the value and significance of which are extremely clear to every team member.

Warby Parker

In this company, which has been producing and selling glasses since 2010, everything is aimed at direct interaction with customers and maintaining an acceptable pricing policy. However, for its employees, the value lies in the unique corporate culture, the development and formation of which occurs at the highest level. To stimulate employees and increase team spirit, the company systematically organizes unusual themed dinners and meetings, entertainment and competition programs, developmental and unifying events, such as seminars, team building trainings, etc. Team values ​​and shared goals are a critical aspect of Warby Parker's culture.

These and other similar team building techniques can be successfully used to create and unite your own team. Let us repeat that for Russia many of the methods described above are still a novelty, but this should not be a hindrance. On the contrary, by showing creativity, following modern global trends in team building, managers and leaders have an excellent opportunity to bring novelty, intrigue, interest, unusualness and originality to the work of their team. The more creative practice you implement, the closer and more serious your success will be.

And speaking of practice, it’s time to move on to the purely practical part of our course. If the first three lessons were more about the theoretical foundations of team building, then the next two lessons will be devoted exclusively to what needs to be done to turn a motley group of people into a single whole. The next lesson in our team building training is dedicated to team building games. At the beginning, we will briefly talk about the goals of such events, and in the main part we will look at several dozen effective games and five original ways to unite a team.

Want to test your knowledge?

If you want to test your theoretical knowledge on the topic of the course and understand how suitable it is for you, you can take our test. For each question, only 1 option can be correct. After you select one of the options, the system automatically moves on to the next question.

There are four main styles of team management: 1) creative team; 2) “motor” command; 3) stable team; 4) club team. Each type of management team requires a certain management approach, corresponds to a certain field of human activity or is suitable at a certain stage of project development, is characterized by a certain value system, has its own reward and punishment system, is capable of achieving only certain goals, and has its own strengths and weaknesses. Note that there is no universal command. Let's look at team management styles.

Creative team. Such a team is characterized by the presence of a large number of bright and extraordinary individuals with talents in certain areas. It is typical for design bureaus, theater groups, creative laboratories, advertising firms, newspaper and television editorial offices, etc. Talent, originality, new interesting information, fresh solutions, and original thinking are encouraged in the creative team. This team is distinguished by a minimum of conventions, the overthrow of authority, long working hours, and maximum freedom. Only creative frameworks are set, ideological control is carried out.

The team leader is the main ideologist and owner of the data bank and all information. Team management is irrational. There is an atmosphere of euphoria and emotional uplift in the team. The main ideology is “any dream is achievable.” The team's philosophy is “we are unique individuals doing a unique job.” To improve the psychological climate in a team, it is necessary to reduce the influence of team members who “destroy the dream”, interfere with the brainstorming atmosphere with critical comments, are overly conservative and intellectually slow. The team works effectively in an atmosphere of chaos, lack of laws, “from scratch” (privatization, restructuring, development of a new product or service, etc.).

"Motor" team. This team is characterized by high fighting qualities, active, purposeful, collected. It contains an authoritarian leader who firmly holds power and does not allow himself or his team to relax. The team is characterized by constant rivalry and competition with others. Typical for commercial structures advocating an aggressive marketing strategy, firms in the phase of development and entry into the market. In the “motor” team, the ability to concentrate on the main goal, ambition, achieving symbols of success, and energy are encouraged. It establishes irregular working hours. Team members strive to rise to the highest hierarchical level (the main thing here is connections in the “highest circles”) and to gain high authority. Money is perceived as a symbol of power.

The team leader is the most authoritative person with power and connections. Team management is irrational - “divide and conquer”, approaching - moving away from the leader. A clear hierarchy and an atmosphere of intense activity are established in the team.

The main ideology is “the world must be ruled.” The team's philosophy is “we make a career, and the leader is a mentor and guide.” To improve the psychological climate in a team, it is necessary to reduce the influence of team members who are poorly mobilized, do not strive for career growth, and weaken the team. The team works effectively in crisis conditions, when there is only one simple goal - to act.

Stable team. Such a team is characterized by the ability to work systematically in a stable given mode. Individuals within it begin to have less influence on the course of the management process. Typical for teams associated with production, government agencies, education systems, and the army. In a stable team, hard work, patience, diligence, the need to finish what you start, methodicality, and orderliness are encouraged. This team is distinguished by a maximum of conventions, a minimum of surprises, a strictly standardized working day, a clear remuneration system, strict order and discipline, and adherence to the letter of the law (order).

The team leader is the administrator, its chief technologist. Team management is rational. It establishes clear service instructions, an atmosphere of business activity, and adherence to regulations. The main ideology is “the law is harsh, but it is the law.” The team's philosophy is “better a bird in the hand than a pie in the sky.” To improve the psychological climate in a team, it is necessary to reduce the influence of team members who create an atmosphere of chaos, preach the ideas of revolutionary achievements, and do not want to follow the established order. The team works effectively in an atmosphere of stability according to clearly defined rules and instructions, with a clear payment system.

Club team. This team is characterized by a high level of informal communication, when the results of activities fade into the background. There is an atmosphere of warm, confidential communication. Typical for institutions where there is no clear end result of the activity. The club team encourages communication skills, gentleness, compliance, lack of conflict, personal charm, pleasant communication, and friendliness. Its features are a standardized working day, the opportunity for informal communication, collective responsibility for the assigned work, and high team cohesion.

The team leader is the soul of the company, the main singer. Team management is rational. A loose order is established, team members enjoy a certain degree of freedom, and there is a tendency towards discipline and diligence. Basic ideology: “the highest value is the joy of human communication.” The team’s philosophy is “as long as the person is good, we’ll get the job done somehow.” To improve the psychological climate in a team, it is necessary to reduce the influence of team members who are striving to make a career, tough and ambitious. The team works effectively in a stable situation in areas related to public services, education and health care, during the completion phase of projects.

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-1.jpg" alt=">TEAM AND TEAM INTERACTION IN MANAGEMENT">!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-2.jpg" alt=">TO COMMUNICATION AND RELATIONSHIPS O COMMON GOALS AND VALUES M MORAL ATTITUDE A ATMOSPHERE"> К КОММУНИКАЦИИ И ВЗАИМООТНОШЕНИЯ О ОБЩИЕ ЦЕЛИ И ЦЕННОСТИ М МОРАЛЬНЫЙ НАСТРОЙ А АТМОСФЕРА ПРИЗНАНИЯ И УВАЖЕНИЯ Н НАЛИЧИЕ ВНУТРЕННЕЙ ЭНЕРГИИ(СИНЕРГИЯ) Д ДОСТИЖЕНИЕ РЕЗУЛЬТАТА А АБСОЛЮТНАЯ ГИБКОСТЬ!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-3.jpg" alt="> A team is a group of people who have common goals, complementary skills and"> Команда – это группа людей, имеющих общие цели, взаимодополняющие навыки и умения, высокий уровень взаимозависимости и разделяющих ответственность за достижение конечных результатов.!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-4.jpg" alt="> A team has the following additional characteristics compared to a group:"> Команда обладает следующими дополнительными по сравнению с группой характеристиками: члены команды преследуют общую цель или задачу; осуществление этой цели или задачи требует сотрудничества членов команды и координации их усилий; взаимодействие членов команды осуществляется регулярно и часто.!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-5.jpg" alt="> Advantages and disadvantages of teamwork Working as a team has the following advantages:"> Достоинства и недостатки командной работы Работа командой имеет следующие достоинства: возможность объединения разнообразных знаний и навыков для решения задачи или проблемы, «повышение ценности особого вклада каждого участника, возможность для людей учиться друг у друга, взаимная поддержка, возможность для членов команды вдохновлять и мотивировать друга, определенная степень независимости от остальных подразделений организации.!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-6.jpg" alt=">Working as a team has certain disadvantages, even if the command works well:"> Работа командой имеет и определенные недостатки, даже в том случае, если команда работает хорошо: слишком большая изоляция от остальных подразделений организации приводит к тому, что цели команды вступают в противоречие с целями организации, давление команды на своих членов обусловливает нереалистичное восприятие окружающей действительности (групповое мышление), конкуренция между командами вызывает конфликты, возникают конфликты между отдельными членами команды.!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-7.jpg" alt=">Models of team formation and development">!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-8.jpg" alt="> FORMATION AND DEVELOPMENT OF TEAMS 1) adaptation stage of mutual information and analysis"> ФОРМИРОВАНИЕ И РАЗВИТИЕ КОМАНД 1) адаптация этап взаимного информирования и анализа задач; 2) группирование - характеризуется созданием объединений (подгрупп) по симпатиям и интересам); 3) кооперация - происходит осознание желания работать над решением задачи; 4) нормирование деятельности - разрабатываются принципы группового взаимодействия; 5) функционирование - стадия принятия решений, характеризующаяся конструктивными попытками успешного решения задачи) (Т. Ю. Базаров, И. В. Рыбкин, Т. С. Пыркова).!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-9.jpg" alt="> B. Tuckman’s model Two spheres of group activity: business (group decision"> Модель Б. Такмэна Две сферы групповой активности: деловая (решение групповой задачи) межличностная (развитие групповой структуры). Недостаток: не учитывается связь между обеими сферами групповой активности.!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-10.jpg" alt="> In the sphere of interpersonal activity: - stage of “testing and dependence”, suggesting"> В сфере межличностной активности: - стадия «проверки и зависимости» , предполагающая ориентировку членов группы в характере действий друга и поиск взаимоприемлемого межличностного поведения; - стадия «внутреннего конфликта» , основная особенность которой - нарушение взаимодействия и отсутствие единства между членами группы; - стадия «развития групповой сплоченности» , достигаемая посредством постепенной гармонизации отношений, исчезновения межличностных конфликтов; - стадия «функционально-ролевой соотнесенности» , связанная с образованием ролевой структуры группы, являющейся «своеобразным резонатором» , посредством которого «проигрывается» групповая задача.!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-11.jpg" alt="> In the field of business activity: - stage of “task orientation”, That"> В сфере деловой активности: - стадия «ориентировки в задаче» , то есть поиск членами группы оптимального способа решения задачи; - стадия «эмоционального ответа на требования задачи» , состоящую в противодействии членов группы требованиям, предъявляемым им содержанием задачи вследствие несовпадения личных намерений индивидов с предписаниями последней; - стадия «открытого обмена релевантными интерпретациями» - этап групповой жизни, на котором имеет место максимальный информационный обмен, позволяющий партнерам глубже проникнуть в намерения друга, предложить альтернативную трактовку информации; - стадия «принятия решений» - этап, характеризующийся конструктивными попытками успешного решения задачи.!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-12.jpg" alt="> M. Kelly model 1. stage of initial orientation; 2. stage conflict, confusion"> Модель М. Келли 1. стадия первоначальной ориентации; 2. стадия конфликта, конфузии и сопротивления; 3. стадия консолидации вокруг задачи; 4. стадия командой работы и решения задачи; 5. стадия перехода к решению другой задачи.!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-13.jpg" alt="> J. W. Neustra and C. Davis model"> Модель Дж. В. Ньюстра и К. Дэвиса 1 ФОРМИНГ 1 1 ФОРМИНГ: начальная стадия образования команды, когда коллектив являясь псевдокомандой сверяет цели, определяет роли, притирается…!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-14.jpg" alt="> J. W. Neustra and C. Davis model"> Модель Дж. В. Ньюстра и К. Дэвиса 1 ФОРМИНГ 2 ШТОРМИНГ 1 2 2 ШТОРМИНГ: стадия, связанная с бурлением внутри команды, когда происходят конфликты интересов переоценка выбранных ролей в рамках команды!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-15.jpg" alt="> J. W. Neustra and C. Davis model"> Модель Дж. В. Ньюстра и К. Дэвиса 1 ФОРМИНГ 2 ШТОРМИНГ 3 НОРМАЛИЗАЦИЯ 1 2 3 НОРМАЛИЗАЦИЯ: достижение поставленных командой когда собранный коллектив уже является командой, цели ясны, роли понятны, остается заниматься поиском компромиссов, формировать организационную культуру…!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-16.jpg" alt="> J. W. Neustra and C. Davis model"> Модель Дж. В. Ньюстра и К. Дэвиса 1 ФОРМИНГ 4 2 ШТОРМИНГ 3 НОРМАЛИЗАЦИЯ 1 4 РАСПАД 2 4 РАСПАД: стадия, на которой происходит завершение Работы коллектива как команды, когда по факту в идеале должны быть достигнуты цели, поставленные перед командой!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-17.jpg" alt="> Three-level team building model Level A. Close-knit working group."> Трехуровневая модель командообразований Уровень А. Сплоченная рабочая группа. На уровне А – сплоченная рабочая группа, члены команды рассматривают себя членами одной рабочей группы, но их работа в основном не зависит от работы друга. У них не возникает потребности в распределении работы между собой. Вносят определенный вклад в результат работы данного подразделения. Для такой группы характерно: наличие разделяемой всеми цели; каждый чувствует себя принятым группой и имеет возможность влиять на других. Сплоченная рабочая группа фокусируется на потребностях ее отдельных членов.!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-18.jpg" alt="> Level B. Effective working team. At level B - effective working"> Уровень В. Эффективная рабочая команда. На уровне В - эффективная рабочая команда, внимание фокусируется на увеличении производительности. Ее члены взаимозависимы, поэтому у них возникает необходимость распределять работу для достижения общей цели. Эффективная рабочая команда: функционирует как автономное подразделение в организации; члены группы делятся друг с другом рабочей информацией; имеет цели и задачи, разделяемые и понимаемые всеми. Эффективная рабочая команда фокусируется на увеличении ее эффективности при достижении рабочих задач как самоорганизующаяся, самоуправляющаяся команда.!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-19.jpg" alt="> Level C. Effective organizational complex. At the level"> Уровень С. Эффективный организационный комплекс. На уровне С – эффективный организационный комплекс фокусируется на потребностях организации в целом. Эффективное организационное объединение имеет признаки как сплоченной рабочей группы, так и эффективной рабочей команды: каждая команда связана с другими командами организации или с функциями для выполнения различных проектов; командные ресурсы, как человеческие, так и материальные, разделяются с другими командами организации или их функциями; команда оказывает влияние на политику и стратегию в организации; люди входят и выходят из команды в соответствии с потребностями и временем проекта или в соответствии с ходом работы. Эффективный организационный комплекс объединяет работу отдельных команд большой организации, устанавливает между ними сотрудничающий стиль и функционирует способом разделяемой всеми командности.!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-21.jpg" alt=">Parameters Level A Level B Level C Identification"> Параметры Уровень А Уровень В Уровень С Идентифи- Вначале определение Высокая Осознание кация индивидуальной работы, идентификация с причастности к а затем ее места в собственной другим командам группе командой больше, чем идентификация с собственной командой Процесс Связан с Разделяется между принятия индивидуальным и между членами командами и решений групповым вкладом группы другими частями организации Коммуни- Формальные совещания Обширная Широкое кации для сообщения о обратная связь. использование результатах работы Частые внутри- и группы. Неформальные, спонтанные межкомандной спонтанные неформальные обратной связи. коммуникации сведены коммуникации Коммуникации в стиле «наша организация»!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-22.jpg" alt=">Group Comfortable Unity, Main spirit atmosphere group support, protection"> Групповая Комфортная Единство, Главный настрой атмосфера групповая поддержка, защита направлен на атмосфера командных целей и сотрудничество и задач. удовлетворение Чувство каждого в принадлежности к организации; «нашей команде» улучшение и совершенствование в целом Уважение и В основном Уважение и Осознание усилий по поддержка в уважение и восхищение в построению доверия группе поддержка за команде за с другими группами индивидуальные выполнение и командами в знания и навыки разделяемых целей организации Синергия Результат Чувство победы индивидуальных через достижения вкладов целей «нашей цели всей команды» организации!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-23.jpg" alt="> TYPES OF TEAMS Cross-functional team Formed from representatives of various departments"> ТИПЫ КОМАНД Кросс-функциональная команда Формируется из представителей различных подразделений формальной организации и отражает их интересы. Для команд этого типа характерно наличие конкретного, одноразового задания, обозначающего результат, проблему или возможность. Продолжительность существования команды определяется завершенностью задания. Для членов команды работа над заданием является вторичной по отношению к их основной работе. Руководитель команды может быть формально назначенным или выбранным из членов команды.!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-24.jpg" alt="> TYPES OF COMMAND Intact command Intact - untouched,"> ТИПЫ КОМАНД Интактная команда Интактный – нетронутый, неповрежденный, целый, является производственным подразделением или долговременно существующей рабочей группой, производящей определенный продукт или услугу. Она может иметь руководителя, который, не являясь членом команды, обеспечивает порядок и координацию работ, что позволяет членам команды фокусировать усилия на поставленных задачах. В других случаях команда может иметь руководителя, являющегося членом команды, который также проводит собрания и координирует взаимосвязи команды с другими группами. Роль руководителя может выполняться и попеременно членами группы по мере развития их лидерских навыков или в зависимости от ситуации.!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-25.jpg" alt="> Team goals Goals are created to complete tasks worth"> Цели команд Цели создаются для выполнения заданий, стоящих перед командой, и для поддержания организационной миссии. Командные цели могут быть разбиты на три части: определение рабочего процесса или решения, соответствующего организационному видению, или их совершенствование; разработка рекомендаций по выполнению этих процессов, решений и усовершенствований; выполнение этих рекомендации.!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-26.jpg" alt="> The process of becoming a highly effective team Ø The process of becoming a highly effective team is"> Процесс становления высокоэффективной команды Ø Процесс становления высокоэффективной команды заключается в эволюции коллектива от рабочей группы к команде и далее к высокоэффективной команде Ø Рабочая группа – группа специалистов, объединенных косвенно и не разделяющих общей ответственности и целей (каждый отвечает за свое отдельное невзаимосвязанное дело/задачу) Ø Команда – группа, объединенная общими целями, с разделением ответственности Ø Разделение ответственностиЧувство взаимной ответственности – ключевая вещь в переходе от группы к команде. Это чувство нельзя «ввести» приказом или распоряжением, его можно только воспитать, развить. . .!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-27.jpg" alt="> Characteristics of a Highly Effective Team 1. Understanding common goals, 2. Sharing responsibilities"> Характеристики высокоэффективной команды 1. Понимание общих целей, 2. Разделение ответственности за ее достижение 3. Открытость во взаимоотношениях членов команды 4. Доверие и взаимоуважение 5. Эффективные рабочие процедуры между участниками 6. Преимущества, основанные на индивидуальностях 7. Гибкость и адаптивность 8. Непрерывное развитие и обучение!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-28.jpg" alt="> Characteristics of a Highly Effective Team 1. Understanding of shared goals Members"> Характеристики высокоэффективной команды 1. Понимание общих целей Члены команды обладают ясным пониманием причин и целей их совместной деятельности Члены команды оценивают успех своих работ по степени достижения целей проекта Команда имеет четкие приоритеты Члены команды осознают уникальность и необходимость из работы в проекте Члены команды нацелены на следование высоким стандартам и качеству работ!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-29.jpg" alt="> Characteristics of a Highly Effective Team 2. Sharing responsibility for achieving it"> Характеристики высокоэффективной команды 2. Разделение ответственности за ее достижение Каждый член команды отвечает за общий результат Каждый член команды ясно понимает личные задачи Члены команды проявляют инициативу по координации совместных действий Команда стремиться к всесторонней проработке общих решений и избегает легких компромиссов!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-30.jpg" alt="> Characteristics of a Highly Effective Team 3. Openness in Relationships Members"> Характеристики высокоэффективной команды 3. Открытость во взаимоотношениях Члены команды открыто высказывают свое мнение о состоянии проекта не опасаясь реакции руководства Члены команды активно участвуют в обсуждениях команды Внимательно прислушиваются к мнению коллег Располагают информацией для коллективной и индивидуальной работы Уважают индивидуальные мнения каждого и открыто отстаивают свою позицию!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-31.jpg" alt="> Characteristics of a Highly Effective Team 4. Trust and Mutual Respect"> Характеристики высокоэффективной команды 4. Доверие и взаимное уважение Каждый член команды ощущает оценку своего индивидуального вклада, доверие и уважение сотоварищей Команда заинтересована в рабочих идеях, а не в том, кто их автор Члены команды запрашивают, получают и дают объективные отзывы Члены команды откровенны и чистосердечны в своих отзывах Члены команды гордятся своей принадлежностью к команде и проявляют взаимную заботу!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-32.jpg" alt="> Characteristics of a Highly Effective Team 5. Effective Work Procedures Team"> Характеристики высокоэффективной команды 5. Эффективные рабочие процедуры Команда располагает эффективными средствами планирования и отслеживания работ Каждый член команды обладает возможностью обдумать и прокомментировать план работ перед началом его реализации Ясные общепризнанные процедуры позволяют членам команды эффективно взаимодействовать Команда принимает решения в соответствии с принятой процедурой и ролями (возможно коллективно)!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-33.jpg" alt="> Characteristics of a High-Performing Team 6. Personality-Based Advantages"> Характеристики высокоэффективной команды 6. Преимущества, основанные на индивидуальностях Члены команды ощущают и полностью используют личные знания, опыт и сильные стороны каждого из них Стремятся выгодно использовать индивидуальные качества Избегают коллективного мышления и стереотипов Приветствуют появление в коллективе людей со свежими взглядами, идеями, знаниями Поощряют критическую оценку и самооценку!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-34.jpg" alt="> Characteristics of a Highly Effective Team 7. Flexibility and Adaptability Members"> Характеристики высокоэффективной команды 7. Гибкость и адаптивность Члены команды постоянно совершенствуют принятые процедуры совместной работы Отвечают быстро и гибко на внешние воздействия Реализуют различные функции в соответствии с разделенными ролями и ответственностью Команда реагирует на меняющиеся потребности ее членов Изменения воспринимаются командой как возможность переосмыслить принятые подходы!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-35.jpg" alt="> Characteristics of a Highly Effective Team 8. Continuous Development and Learning"> Характеристики высокоэффективной команды 8. Непрерывное развитие и обучение Члены команды поддерживают инициативу и инновации Осмысливают и учатся на ошибках Изучают и принимают опыт других команд Поощряют индивидуальную работу над собой и совершенствование знаний!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-36.jpg" alt=">ROLE STRUCTURE IN THE TEAM CHARISMA CHARM"> РОЛЕВАЯ СТРУКТУРА В КОМАНДЕ ХАРИЗМА ОБАЯНИЕ УХОЖЕННАЯ ВНЕШНОСТЬ ЛИДЕР!}

Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-37.jpg" alt=">ROLE STRUCTURE IN THE TEAM INNOVATOR IMPLEMENTER"> РОЛЕВАЯ СТРУКТУРА В КОМАНДЕ ИННОВАТОР РЕАЛИЗАТОР ИМПУЛЬСИВНЫЙ ГЕНЕРАТОР ИДЕЙ!}

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Src="https://present5.com/presentation/3/17196007_137984834.pdf-img/17196007_137984834.pdf-41.jpg" alt="> Recommendations for a leader on managing the stages of development of a high-performing team From"> Рекомендации лидеру по управлению стадиями развития высокоэффективной команды От активной позиции Лидера, направляющего команду на стадии ее формирования, зависит скорость прохождения командой последующих стадий Эффективность команды определяется на каждой из стадий ее работоспособностью (ориентацией на задачу) и сплоченностью (ориентацией на взаимную поддержку) В процессе перехода от стадии нормирования к стадии выполнения в командах может возникнуть кризис, связанный с давлением сроков, планов, элементов созданной структуры. . . При этом Лидер должен быть готов к попытке переосмысления приоритетов, изменения планов, возможного отказа от выбранной стратегии реализации Для повышения взаимозависимости между членами команды Лидеру следует: Поощрять совместное выполнение задач Планировать работы, требующие совместного труда команды.!}

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Any organization is a unique socio-economic organism. It consists, first of all, of people. In addition, the organization includes equipment, buildings, technology, financial flows and other elements.

Social processes is a dynamic set of relationships and positions that develops during the interaction of employees in an organization.

To the main social processes in organizations include:

1 team interaction;

2 informal communication;

3 communications.

Interaction between employees of the company is carried out in the course of business and personal relationships. For joint activities, workers unite into teams, departments, sections, and workshops. However, the most modern form of labor organization is a team - a specially selected group of employees.

1. Team interaction is a joint professional activity of a group of workers of different qualifications.

The team form of labor organization has changed the face of the production, marketing and management spheres. In the vast majority of cases, the team turns out to be much more effective than other forms of professional associations.

Team is a group of workers of different qualifications united to achieve a common professional goal.

The professional team has its own characteristics : cohesion, qualifications, national composition.

Cohesion a team is about mutual sympathy and respect of its members for each other. Cohesion is largely formed on the basis of understanding and acceptance of common professional goals, which correlate (correspond to) the individual interests of team members.

The cohesion of the team is also determined by its referent (authority) in the eyes of the participants. Cohesion characterizes and determines the psychological microclimate that has developed in the team.

Qualification team depends, first of all, on its composition. For a team to be successful, it must include specialists of both different profiles and different skill levels. In this case, the team can perform complex and complex work.

The presence of specialists in related or similar professions in the team allows it to carry out the interchangeability of employees. This need sometimes arises due to illness or business trips.

The qualifications of a team largely depend on the experience of its members, but the experience of the team as a whole is equally important.

Many Western firms use the following experience: they create a temporary professional team to solve a specific problem. However, if the team was successful and managed to unite, it is not disbanded. Destroying an effective organism is not a businesslike thing. Such a team is given new tasks, and it ceases to be temporary.

National composition teams are important for international companies and multinational corporations (MNCs).

The most common case: an MNC opens a subsidiary in a certain country. The professional activity profile is something quite new for the host country. The country simply does not have its own highly qualified specialists. In this case, an interethnic team is literally a salvation. It will involve foreign specialists from the parent company working hand in hand with employees of the host country's subsidiary. This is an effective way to train local qualified specialists. After some time, the number of specialists from the parent country (very expensive!) can be significantly reduced. Gradually, local personnel will replace foreigners.

In multinational teams, a specific problem may arise - interethnic friction. Compatibility in the professional activities of representatives of different cultures should be carefully examined when forming a team. As a rule, preliminary work should be done with representatives of different nations. They need to be studied for their relationship to another specific nation. After selecting those who do not have prejudices, they should be given some training about interethnic relations in general, and professional relations in particular.

However, the very transition of a company to a command form of labor organization does not mean an automatic solution to all issues. The teams themselves may encounter internal problems that can significantly reduce the effectiveness of their work.

Team problems– these are the difficulties and shortcomings that may arise during the formation or activities of teams. The main possible problems are: an inadequate leader, poor quality selection of the team, an unsatisfactory psychological climate in the team or around it.

Inadequate leader differs in that it is not able to organize the implementation of the task facing the team. In addition, the manager may not have enough personal authority to be a team leader.

Poor team selection means that, due to its composition, it cannot competently perform the tasks facing it. That is, when forming the team, personnel errors were made that made it professionally ineffective.

Unsatisfactory psychological climate associated with the problem of internal compatibility, the system of incentives-motivation, awareness and acceptance of the goals and objectives of the team.

Outside the team, unconstructive relationships may arise with other departments of the company. It can also dramatically reduce a team's effectiveness.

In any case, those managers who form a team and supervise its activities must carefully monitor both the characteristics and the problems that affect the professional performance of the team.

2. Informal communication is the second, after the professional-team, social process in the organization. Informal informal communication is the interaction of people based on personal likes and preferences.

Informal communication has its own peculiarities. The main ones are the following:

1 close personal contacts through positive relationships;

2 a pleasant atmosphere of communication due to mutual sympathy;

4 the emergence of unwritten rules and traditions in informal communication groups.

Unlike professional teams, groups and even teams, the degree of trust and cohesion, the level of mutual influence in informal groups is much higher. This is due to the free choice of the people included in them.

Many management theorists, in particular Ch. Bernard, select a row positive aspects informal groups from the point of view of their usefulness for professional activities. The main aspects of these are:

1 the transfer of information in informal groups occurs faster and more accurately. more emotional;

2 an informal group can actively contribute to the unity of a professional team;

3 informal group helps to better satisfy the individual and social needs of employees for pleasant communication and professional creativity.

Informal groups themselves may have several varieties. In management theory, they are figuratively called: “influence groups”, “expectation groups” and “sympathy groups”.

Influence groups- These are collective leaders. They influence public opinion in the organization and the behavior of employees. Their authority in the team is quite high, so the rest of the employees take their group opinion into account.

Waiting groups do not have leadership qualities and clearly defined opinions on various issues. Their reactions to important events in the team are secondary. They first wait for the expression of collective public opinion, and then join the majority.

Like groups react more to people than to events. They can show either participation and understanding, or indifference and inattention, or antipathy and hostility towards a particular person or group of people. Therefore, the opinion of such a group is very subjective.

Any external event in a sympathy group is assessed through the prism of attitudes towards the actors. If the attitude towards a person is positive, then almost any, even negative, action will be justified or at least understood by group opinion.

3. Communications how information exchange represents the third social process in an organization. The circulation of information is the basis for relevant professional activities and decision-making. If communications are inadequate, information turns out to be incomplete or distorted, which has a sharply negative impact on the organization's activities.

Communications are different kinds. The main ones are vertical and horizontal. Vertical communications, in turn, are divided into downward (orders, instructions, instructions) and upward (reports, certificates, proposals, complaints).

Horizontal communications are divided into formal (exchange of professional information) and informal (exchange of personal opinions).

Conducted by top management plays a special role in social processes in the organization. communication policy. There are four main types of such policies.

1. Open door policy.

In this case, the leaders of the organization are available to its members. It is not difficult to get to the manager with suggestions or complaints. For meetings on business and personal matters, managers have a certain time, which is strictly observed. All professional or management information is open to employees (except trade secrets).

2. Non-office management.

Managers spend a significant part of their time not in their offices, but at their workplaces. They visit departments and communicate with employees directly at sites, workshops and departments. Even some of the business meetings and meetings are held in departments, and not in the central office of the organization.

3. Informing.

This is the initiation of proactive communication by management. Managers inform performers in advance about the plans and objectives of the organization, as well as about ways and means of solving problems.

To implement such communications, managers regularly meet with staff, hold business meetings and meetings. All important information comes from top to bottom “first-hand”, and not through intermediaries or rumors. This communication policy allows us to provide staff with complete and accurate professional information.

4. Response.

These communications are associated with the “reactive control” method. In this case, management decisions are a consequence. They are accepted as a reaction to certain events. The movement of information from top to bottom is reciprocal, caused by a previous communication disturbance.

Reaction occurs in response to changes in the situation, either to proposals and innovations, or to requests and complaints. Management is not the initiator of communications, but a kind of follower.

Communicative response and reactive management in management theory are figuratively called “frog behavior.” Sensing danger, she suddenly jumps in the opposite direction. A new danger, real or imaginary, forces her to take a new leap. The direction of movement can constantly change.

Of course, active is more progressive. rather than a passive communication policy. Moreover, lack of information inevitably gives rise to rumors. Most often they are negative. This negatively affects social processes in the organization.

Related information.

Training “Effective teamwork”

Program goals:

Create, in an informal setting, an optimal structure for interaction between employees and company departments to ensure further coordinated actions.

Feel the need for a positive perception of the changes that are being introduced in the company.

Train training participants in effective team interaction skills.

Provide tools for effective communication in the process of implementing changes.

Create the preconditions for strengthening the position of responsibility in connection with changes.

As a result, participants will be able to:

• · Understand the effectiveness of teamwork.
• · Master communication techniques and technologies that increase the efficiency of teamwork.
• · Use in practice a model for preventing and managing conflicts at various levels.
• · Increase motivation to achieve common goals at work.

Additional effects of this training are creative impulse, rethinking by each participant of his role in the team, goals, objectives and prospects for the development of the team. The training also helps to identify hidden resources and reach a new level of interaction. In addition, in the process of work, participants master a system of skills to achieve goals, which includes: knowledge - what and why to do, ability - how to do it, desire - motivation to do it.

Working methods:

The proposed program provides for the active involvement of participants in the learning process, based on group work methods. The training is a training program, the main result of which is the acquisition of skills to work effectively in a team. Most exercises are structured in such a way that the result of the group’s work depends on the efforts of everyone, so the participants “have” to act together as a “single team.”

Approximately 30% of the training time is devoted to consideration of the principles of effective teamwork, 70% is spent on practical exercises, role-playing and team games.

Participants receive easy-to-use material that remains with them and helps them in their work after the training.

Main elements of the program: Part 1 - 70% practice (games), 30% theory.

• 1. Team, as a form of interaction between company employees.
• · What is a team? Team model
• · Differences between a team and a group of people.
• · Advantages and limitations of team activities.
• · What are the benefits of using teamwork in an enterprise?
• · Creating a “we” culture and team spirit.
• 2. Building the structure of an effective team.
• · Stages of team building.
• · Formal and informal leadership. Several leaders on the team. Principles of interaction.
• · Psychological types and effective distribution of roles in the team for optimal achievement of results.
• 3. How easy it is to “enter” changes.
• · Systematic approach to change management.
• · Reasons for changes in the organization.
• · Formula for change. Main difficulties associated with changes.
• · Typology of personality behavior during periods of change.
• · Reasons for resistance to change: five factors in response to change.
• · Overcoming resistance to change.
• · Support for changes. “Result frame” as a change management tool.
• 4. Formation of team spirit.
• · Positive attitude towards your work.
• · Conditions necessary to create team spirit: responsibility, loyalty and initiative.
• · Different understandings of responsibility. What is needed so that everyone can be responsible. The responsibility of each employee for the final result and success of the bank. Responsibility as a choice.
• 5. Effective team communication.
• · Rules for effective interaction.
• · Skills in building constructive interaction.
• · Context of struggle and context of cooperation. Partnership and win-win strategy.
• · Preventing and managing conflicts in the team. What is conflict. How conflicts arise. What kind of conflicts are there? Models for successful conflict resolution.
• · Flexibility and acceptance are the basis for constructive interaction in new conditions.
• · The need and objectives of feedback.
• 6. Summing up the day.

Summing up and systematizing the knowledge and skills acquired during the training in a game form.

Part 2 - Quest game in nature (100% practice).

The game scenario is determined after a preliminary meeting! This is one of the options.

Quest game - “Reconnaissance in force”

Participants in the game are divided into 2 teams and go on a route, completing tasks in the process aimed at teamwork and cohesion. The tasks are interesting, not the same type and sometimes completely unexpected. Playing on emotions promotes closer acquaintance and productive relationships between participants.

Methods of work: The quest is organized in the form of an active game. The group is led by specially trained trainers and instructors. Tasks and rules are formulated in such a way that the group gains maximum experience in interaction on the way to achieving the goal.

The trainer-instructor provides the group with maximum freedom in their work and intervenes in the course of events only when necessary, directing and coordinating the work and course of discussions in the group.

His task is to make sure that people in the group share their experiences, emotions and lessons with each other as much as possible, discover new qualities in themselves and their partners, create new trusting relationships and realize all the advantages of working in a single team.

Scenario of the game "Reconnaissance in Combat"

The formal goal of the game is to “blaze the trail” and reach the goal, find the treasure.

The team is divided into 2 parts according to functionality: scouts and followers.

The general task is to go through all the stages, collect all the keys and find the treasure. Each stage consists of one or more exercises - games, by completing which the team receives a key. It is necessary to collect 5 “main” and 2 “auxiliary” keys. The difference between “main” and “auxiliary” keys remains a secret for all participants until the end of the game. “Auxiliary” keys may not be useful. The key is issued only if a group of “followers” ​​completes the stage. After all the keys have been collected, the whole team will have to find the treasure itself. This can be done using clues that will also be hidden throughout the game.

The task of the team of “scouts” is to go through tasks in designated places, solve problems and leave some elements of hints for the “followers” ​​(i.e., a written algorithm for completing the task). Scouts don't collect clues. They go through a stage and leave behind a hint - an algorithm, and move on.

The task of the “Followers” ​​is to move along the same route “in the footsteps of the scouts.” They go through stages taking into account the note left by the scouts, and at the end of each stage they receive a key. The key is issued only if the “followers” ​​pass the stage.

The last stage - the search for the treasure, "scouts" and "followers" go through together.

You can achieve the game goal only by completing the entire route with all units and collecting all the keys. The time to complete the entire route and search for the treasure will be limited.

While the “scout” squad solves the first main task, the “follower” squads undergo warm-up preparatory exercises.

Structure of the event:

• 1. Introductory conversation and briefing. Formation of squads.
• 2. Warm up.

Warm-up goals: to prepare for further work, to establish contact between participants at the physical and psychological levels, to establish contact between the group and the trainer-instructor, to gain experience of working together. And this is also a test of “strength”, understanding of each other, and the first idea of ​​the abilities of the participants.

Warm-up includes general physical exercises “Trust”, etc.

These exercises allow you to understand and work on categories such as choice, trust, responsibility, safety, and the value of each participant.

3. Team exercises.

The conditions for performing team exercises maximize the formation of team spirit. Participants actively work with such categories as result orientation, the importance of each person in the team, the ability to listen and hear each person, flexibility in negotiating with team members, the ability to reach agreement, conflict resolution, supporting each other, responsibility.

The number of exercises is determined by the main instructor, based on the state of the group and processes at any given time.

List of exercises: “Cobweb”, “Labyrinth”, “Tail Rules the Head”, “All Aboard”, “Blind Numbers”, “Poisoned Air”, “Construction Site”, “Fire”, Skis”, etc.

Final game.

To perform this exercise, all units are combined into one large team. This stage takes place in the form of a quest. In order to find the treasure, the team uses clues that they find throughout the game. They receive the first hint from the coach. In order to achieve the goal, people need to use all the lessons from the previous stages, the full involvement of each team member and the desire to win.

4. Emotional connection.

At this stage, training participants learn to emotionally understand each other’s moods and provide emotional support. For this purpose, the “Hot Chair” and “Aquarium” exercises are suggested.

5. Final celebration.

Participants exchange opinions, share impressions and conclusions made during this day. They thank each other for the discoveries made and the results obtained.