Formation of a close-knit children's team. Psychology of personality and social organizations uis

For high results, the coordinated work of the entire team is required. If this cannot be achieved, it is necessary to identify the pathologies of team building and eliminate them.

From the material you will learn:

How to find out what makes it difficult to form a cohesive team;
How to start rallying the HR department;
How will constructive conflicts help in the formation of a cohesive team;
How to overcome the reluctance of employees to work in a team;
What are the criteria for a cohesive team.

Questions, the answer to which you will understand what makes it difficult to form a cohesive team

By answering these questions, you will be able to understand what pathologies of team building exist and what prevents you from forming a close-knit team of like-minded people. The main five pathologies, which are highlighted by international expert Patrick Lensinioni.

Constructive conflicts as a condition for the formation of a cohesive team

Meetings should be lively and topics of discussion should excite and affect all participants. You can provoke a general discussion using one of the methods proposed by him.

Ask an employee who has already approached you with a problem to voice it at the meeting. This should be a question that in one way or another relates to the work of the entire service and which will be of interest to everyone. Arrange "brainstorming", during which the search for the optimal solution will take place on a collegiate basis. Employees should not be afraid to speak out frankly, even if these statements are erroneous.
Act as a meeting moderator and draw the attention of participants to sensitive issues by offering general discussions.
If necessary, create project teams that will work together on a particular project you have proposed. To avoid conflicts, by your decision, appoint who will be responsible for what, who will have what powers. Control the work on the project periodically, and after its successful completion, reward employees by noting the effective work of the team. The formed close-knit team can be “diluted” with other employees so that they also have a taste and desire for joint activities with colleagues.

How to overcome the reluctance of employees to work in a team

Since not everyone will want to work collectively, conflicts should also be anticipated. They are inevitable, because there are people who are individualists by nature, there are also those who do not want to work in a team, fearing to discover their unprofessionalism and laziness. All this can lead to both conflicts between employees and disputes with you, resistance to your decisions. The situation can escalate at any moment and we must be prepared for it.

Watch the opponents of teamwork, try to understand the true reasons for this reluctance. Those subordinates for whom personal goals are higher than command goals should be worked on individually. Consider the roles of employees in the team. It is impossible to put up with the fact that someone is indifferent to the results of common labor, shifting responsibility and work to others. A close-knit team is distinguished by a common interest in the results of joint work, and one cannot allow someone's destructive actions to discredit the very idea.

Criteria for a cohesive team

But how to understand that HR employees are ready for close-knit teamwork, that they can handle complex tasks that require teamwork and full dedication. There are several signs that will become evidence of a close-knit team.

Colleagues treat each other with trust and are not afraid to admit that they may be wrong. There is no unhealthy competition, in which everyone can turn to associates for help, gladly talks about their area of work, without fear of criticism.
Employees openly speak out and argue, looking for optimal solutions and quickly fixing problems. All disputes are constructive and are started not in order to criticize a colleague, but to find an effective solution, meetings are lively and all participants show sincere interest.
The whole team is responsible for the final results. Set specific deadlines for solving the problem and control intermediate results. This will help the team to quickly adjust the work, taking into account the tasks performed.
Supervisory functions are performed not only by the leader, but by all members of the team. Since each employee is interested in achieving the result as soon as possible, team members are demanding of each other. None of them seek to shift their part of the work onto the shoulders of a colleague and all work is done with high quality.
A common collective goal forms a cohesive team, this does not prevent ambitious employees from expressing themselves, the negative influence of individualists is minimized.
The composition of the team is stable, even if someone quits, most of the employees have been working for a long time. Thanks to this, colleagues easily adjust and interact with pleasure, clearly understanding the capabilities and powers of each other.

The labor collective, like a living organism, is born, matures and develops. Depending on the stage of development, a certain degree of cohesion and social development is inherent in it. These processes are often accompanied by crisis phenomena of an economic, technical, technological, social nature and can lead to the destruction of social relationships in the team, its disintegration, which as a result can cause the bankruptcy of the organization. To maintain the high efficiency of the activity of a production and economic organization at all stages of the development of the labor collective, it is necessary to skillfully manage the processes of debugging cohesion in the collective and its social development.

One of the most important tasks of the organizational activity of a manager is to unite the team, to create a system of relationships in it, which would unite the common labor efforts of all employees in achieving the goals of the organization.

Cohesion of the workforce- the degree of strength of socio-psychological ties between members of the team.

Cohesion indicates that the team is a certain integrity within the organization, ensures its effective functioning, resistance to the destructive effects of external and internal conditions, and helps to unlock the potential of each employee.

The level of cohesion of the labor collective and the features of management depend on the stage of the life cycle (Fig. 8.1).

Rice. 8.1. Stages of the life cycle of the workforce

On stages of formation of the labor collective workers are not yet cohesive. The formation of the labor collective begins with the decision to create an organization or structural unit. Then the manager is appointed, the functional structure of the workforce is outlined, the heads of structural divisions are selected, and the duties, rights and responsibilities of each employee are determined. Over time, some of the newly appointed leaders will retain their status, while others will have to be replaced.

At this stage, for now, there is only a nominal group of people who will work together in the future. These people do not yet think by the criteria of their team as an integral entity. The appointed leader is perceived as an external factor in relation to this group. His first task is to determine the lines of communication between team members, distribute tasks between them, train employees, plan, organize and mobilize common activities in the labor process, monitor their work, study the professional and personal qualities of group members. At first, he uses a predominantly authoritarian style.

On stages of formation of the labor collective an active core is formed from persons who are imbued with its goals, actively work towards their achievement and influence other employees. The task of the leader is to form this core as soon as possible.

A characteristic feature of this stage is the formation of microgroups within the collective, which differ from each other in their attitude towards its goals. It occurs in the process of labor contacts, during which people pile up information about each other, which becomes the basis of mutual interest, sympathy, antipathy or indifference.

mutual interest people means their benevolent attitude towards each other according to the corresponding external manifestation (in gestures, facial expressions, words, expressive movements). In a work collective, mutual interest between people arises on the basis of their psychological compatibility and is a guarantee of the unity and cohesion of its members. Mutual interest often develops into sympathy.

Sympathy - this is an unconscious, irrational favor to another person. People who like each other work more coherently and more efficiently. The emergence of sympathy and dislikes(dislike) perception due to laws, the degree of unity of the main vital interests, goals and values, the manner of people's behavior. On the basis of sympathy, certain stable relationships arise.

Indifference - the mental state of a person, which is characterized by dullness or a complete loss of interest in other people and the world around. If individual members of the team at the stage of its formation are in a state of indifference, it is necessary to find out the causes of its occurrence: physical or nervous diseases, overwork, mental trauma, dissatisfaction with work, etc. As a rule, the main reason for people to become indifferent in the production environment is dissatisfaction with working conditions, tasks in the workplace, relationships with others. It is clear that, having identified the causes of indifference, they need to be eliminated.

During this period, it is desirable to provide everyone with the opportunity to voluntarily choose partners in the labor process based on a feeling of sympathy.

After analyzing likes and dislikes, one can single out people and groups whose norms of behavior, views and interests are accepted by others as standards, and with whom they try to cooperate. Taking into account this information, the formal structure of the team is re-structured, nominating informal leaders to leadership positions. To identify such individuals, you can use the sociographic method. To this end, each member of the labor group is invited to choose two people with whom they would like to work together. Build on the basis of a survey sociogram(lat. zosieiaz - society and Greek. £gatta - dash, letter) - a graphic representation of connections within a social group based on the sympathies (antipathies) identified by its members, positive (negative) assessments of their colleagues according to a certain criterion. It is represented by a set of specific designations with the names or assigned numbers of each member of the group and the lines that display the choices (Fig. 8.2). In the above sociogram, the leader of the team is the worker number "3".

Rice. 8.2 Sociogram of the team

A type of sociogram is mutual benefit matrix. To compile it, each member of the team is asked to evaluate their attitude towards others: -1 - negative; +1 - positive; 0 - don't care. Then all the scores are entered into the matrix (Table 8.1).

At the end of the formation stage, the team removes those employees who could not fit into the formed coordinate system in terms of professional or personal parameters. Risks at this stage are associated with the processes of dismemberment and separation of the team.

Table 8.1

Benefits Matrix

Team dismemberment- the allocation of privileged and non-privileged groups in the composition of the team due to the subjective assignment by the head of individual of them of the status of leaders in achieving the goals of the organization. Disconnection of the collective- the emergence of a "power party", "opposition" and "center" in the team as a result of the struggle for leadership. Often the leader does not notice this process, treating favorably those who support it (“the party in power”), negatively towards the “opposition” and not noticing that the values and norms of the team are concentrated in the “center”. The solution to this problem is facilitated by the depolarization of the collective.

For team stabilization stages characteristic is the formation of common goals and norms in it, the establishment of cooperation. With the development of the potential of the team, the question arises of how to use the available human and other resources. This encourages the revision of working methods, experimentation in order to increase productivity. In comparison with the previous stages, the results are significant. There is a cooperation of microgroups that identify the goals and objectives of the team with their own. At the same time, the behavior of some employees may deviate from intra-collective norms of relationships.

According to many criteria, this stage of development of the team can be compared with a person who is on the age border between youth and maturity: adult, sober thinking is sometimes combined with youthful “antics”.

At this stage, the leader tries to develop cooperation in the team, transferring some of his authority to subordinates. The prospects of the team are associated with the implementation of a program of advanced training and retraining of personnel, career management of employees.

The leadership style at the stabilization stage is predominantly democratic.

Team maturity stages Rational problem solving and resource use are inherent (problems are assessed realistically, resources are used efficiently), search and use of production reserves. Objective is the assessment of people and the results of their efforts. Employees feel pride in belonging to a team. More and more managerial functions are in the sphere of competence of subordinates. There are strong ties between employees, among which informal ones predominate, personal differences between them are promptly and constructively eliminated. With its cohesion, the team inspires respect in the environment. He demonstrates remarkable results and has a high standard of achievement. The leader gradually moves from a democratic to a liberal leadership style.

The stage of aging of the labor collective arises when, with a change in external conditions, the team continues to work on achieving goals that have lost their relevance. In this regard, the developed structure, functions, standards, methods of work are not reviewed from the point of view of the new requirements of the environment. The team is still holding on due to the previously created potential, but stagnation sets in in its development, the results are declining compared to competitors. Employees are tired, prone to routine, formalized relationships. The leader uses a pronounced liberal style, registering problems without foreseeing or solving them.

The destruction of the collective occurs, as a rule, in connection with the reorganization or liquidation of the organization or in connection with the dismissal or death of an outstanding leader-leader.

The duration of each stage of formation, cohesion and development of the labor collective depends on the type of its economic activity, market conditions, incl. the labor market, the availability of financial resources to ensure the functioning of the organization, etc. The determining regulatory factor of this process is the personality of the manager - one of the most important bearers and creators of the organization's collective values.

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From this article you will learn:

What are the conditions for the formation of a cohesive team

What are the criteria for a cohesive team?

What activities and games bring the team together

Any leader cares about the microclimate in his organization. No one needs squabbles and strife that interfere with the effective operation of the company. Team cohesion is very important for both management and each employee. Agree, it’s nice to come to work and see smiling faces, to solve all current issues in the team constructively and calmly, and in case of a difficult situation, to know that they won’t drown you, but will lend a helping hand. A successful leader must have an idea of how to unite a team, how to bring different people together, what methods of bringing people together into a team are generally accepted, because very often it is joint cohesive work that leads the company to success. Read about all this in our article!

When you need to create a cohesive team

In the absence of the necessary and truthful information, there is always someone who comes up with the missing one himself, winds up the entire team, filling it with rumors and gossip. Such a situation is typical for organizations where corruption, abuse of power, non-transparency of the remuneration system, bonus payments, etc. reign. In such a situation, an expert method that optimizes personnel policy can help achieve the goal of rallying the team. The method, designed to rally the organization's team, is based on systematic monitoring with the involvement of HR professionals.
Discord in the team is most often caused by the actual lack of control. Illiterate leadership management makes it possible to lack a clear distribution of roles and responsibilities, discipline, order and mutual respect. There is no way to bring people together. In such an environment, the unspoken rules and code of conduct in society are easily forgotten. Mini-groups appear with their informal leaders who manipulate people and conflict with each other. The purpose of such behavior is by no means aimed at increasing the efficiency of labor and the success of the enterprise. They only satisfy their own ambitions. All this leads first to the split of the team, then to the disintegration and, ultimately, to the complete division of the team.
Illiterate team management gives rise to internal competition and dissatisfaction with each other. So it is also impossible to rally the team. A successful team leader must understand that competition is favorable only for the development of market relations, but not for relations between people working in the same team. It won't help bring the team together. Working on the principle of "carrot and stick", when the best get bonuses, ranks, bonus rewards, etc., and others get comments and fines, the team loses elementary trust in each other, mutual assistance, receiving in return hypocrisy, falsehood, obvious "setups" and covert sabotage. Many members of the team are forced in these conditions to forget about the principles, just to get an unsurpassed result, better than their colleagues. Teams with such internal relationships have long forgotten about the team spirit. The joint solution of complex issues in a constructive way in such a situation is almost impossible.
In the absence of existing strategies aimed at the formation and development of an internal corporate culture, improving the microclimate in the group, uniting people with a single goal that is significant for each and everyone together.

Conditions for the formation of a cohesive team

Consider the basic conditions and criteria for the formation of a cohesive team. The team will become cohesive if:

the interests, views, values and worldview of a larger number of team members coincide;
The team is of the same age group. It is difficult to combine fifty and seventeen-year-old members of the team into one group, it is possible only on mutual respect;
goodwill, acceptance of the opinion of another, general psychological safety should dominate in the team;
the whole team must conduct an active, emotionally rich joint activity aimed at obtaining a result that is significant for everyone;
the head of the team or its leader represents the behavior model of the most effective employee and colleague;
a successful leader is able to take special actions or activities to strengthen team cohesion;
there is another group of people or a collective that can be considered as rivals;
there is a person in the team who opposes himself to the team and is significantly different from the main number of its members.

Purposefulness. The purposefulness of the team is called the desire for a common goal. unites group interest in the content of the goal put forward by this group, dictates collective social attitudes, beliefs, ideals. The degree of purposefulness can be determined by the following indicators:
- the level of interest of group members in joint activities, in improving the microclimate of the team, mutual understanding between people, focusing on failure of positions in common activities and relationships;
- relationship between these parameters;
- correspondence of the goals of the individual and the team, their complementarity, inconsistency, similarity and difference.
Motivation. This criterion determines the level of activity, interest and effective attitude (striving) to the common activities of all members of the team. applies to her. The activity and interest of each member of the group in the overall result, involvement in its achievement, the efforts made, the degree of satisfaction from participating in a common cause are indicators that determine motivation. .
integrity or the commonality of a team is the unity of its members. Interconnection and interdependence between the members of the group determine the degree of their cohesion, compatibility, contingency, etc. It is possible to determine the degree of integrity of a particular team by analyzing the ratio between joint achievements and the total number of work performed, understanding which type of work dominates - joint or individual. This helps bring the team together.
Structured determined by a clear and strict order of interaction. It regulates the functions, tasks, rights, duties and responsibilities among the members of the group. Thanks to this, the team is able, if necessary, to quickly divide into groups and subgroups, depending on the tasks to be solved and the goals set. Structuring is determined by the prevailing methods of redistribution of duties, through complementarity, safety net, duplication. Another important criterion is the method of distribution of responsibility - concentration, division, diffusion. Business relationships are also important. This helps bring the team together.
Consistency team members determines their harmonious interaction, due to the presence of a common goal. Consistency can manifest itself to varying degrees at any stage of joint work. The degree of agreement or disagreement is determined by the dominance of methods for eliminating contradictions and divisive factors, the level of conflict between team members and typical behavior in conflict resolution. Coordination of actions helps to rally the team.
organization characteristic of groups that are distinguished by orderliness, composure, subordination to the established order that regulates joint activities, the ability to strictly follow a pre-established plan (plannedness), manageability, including diligence and self-organization. Performance should be understood as the ability, frequency and style of performing external control actions. The self-organization of the team directly depends on the degree of its participation in its work and is characterized by the number of participants involved in management; the number of management actions carried out; leadership potential; the way the members of the group participate in management, etc. Organization helps to rally the team.
Efficiency characterizes the degree of cohesion of the group in achieving a high result and the intended goal. This is an integral characteristic of the productivity, performance and efficiency of team work. Performance indicators require specifying the features of the group's work. High performance helps to unite the team.

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How is the formation of a cohesive team

Building a cohesive team is a long process. Experts have identified a step-by-step methodology that includes five mandatory stages that should not be skipped or changed in their sequence. A successful manager must understand the importance of each of them, know that only the strict fulfillment of the requirements will help to unite the team at work.

Relationships begin with lapping. This is typical for any team, especially for newcomers who come to an already formed group. During this period, they pay special attention to each other, reveal the essence, demonstrating the strengths and weaknesses of their character, leadership abilities, conflict behavior, etc. The most important aspect of this period is the general characteristics of the selected contingent. The work of a professional psychologist, aimed at the formation of interpersonal relationships, taking into account all their features, helps to minimize the problems of the next stages. This helps bring the team together.

Next comes " conflict» stage. It should be understood that the occurrence of any conflicts is normal for any team. The ability to resist them and successfully resolve such situations is the key to creating a strong and cohesive team. At this stage, the formation of small subgroups and the selection of outsiders is acceptable. There may also be misunderstandings on the part of management and subordinates. Often the conflict stage ends with some dismissals - on the personal initiative of the employee or at the direction of the management.

The third stage experimental". The settlement and resolution of all significant internal conflicts leads to the inevitable growth of the potential of each employee and the entire group as a whole. This applies to both the personal plan and the work plan. This period is characterized by an uneven distribution of efforts, minor failures in work, however, in the end, the enterprise achieves greater results than at the initial stages. All this helps to unite the team.

creative stage comes after the successful completion of the first three. Leaders stand out and form around themselves a team of people who share their positions and opinions. At the first stages, employees could make a mistake in choosing a leader, but by this stage everything is clear to everyone, people know each other enough, and all assessments have already been made.

Mature team- the result of the fifth stage, the final one. The debate and disagreements that arise at this stage, which have formed especially often with the arrival of a new employee, are resolved extremely quickly and calmly, only positively affecting the work of the entire team. This is considered the highest aerobatics of rallying people, and every leader who wants to be successful should strive for this.

How to rally a team

Start a tradition it helps bring the team together

Think about it, it’s not in vain that kids watch their favorite cartoons several times. Psychologists say that they are pleased and attracted by the fact that the plot is known in advance. The child is comfortable knowing what is going to happen and nothing is uncertain or unexpected. Adult employees who daily solve some issues, invent and learn something, also dream of peace and comfort. Then the work will be better. There is nothing easier to solve this issue than the establishment of traditions. For example, you can start every morning with music or go to the pool every Wednesday with the whole team, communicate in English every Friday, celebrate holidays, birthdays together, attend various quests. All this unites people, makes them closer to each other, reveals their potential and is also a team building.

Get together it helps bring the team together

Try to bring all team members together. It doesn't matter how often it happens: once a month, week or day. It's important that this happens. Discuss achievements, successful results, share ideas, thoughts and doubts. People in the team must understand that their work is important, their opinion is heard. It is necessary to know the essence of the work of each member of the team, emphasize the importance of his participation in a common cause, share problems and find solutions together. It is not necessary to detail your work too much, you can simply point out problem areas, perhaps someone can easily help in these matters. This maximizes team performance, makes people united.

Corporate media helps bring the team together

Organizing the release of a corporate newspaper or magazine is the best opportunity to report the latest news to employees, make suggestions, celebrate achievements, including individual ones, and congratulate them on holidays and anniversaries. Holding an open day will serve to establish relationships between agencies and departments. In order to rally employees, you can initiate monthly events when each department in turn presents the importance of their work in a creative format.

Corporate rest helps bring the team together

Collective trips and joint vacations help to establish contact between employees. This increases the efficiency of each employee and the enterprise as a whole, because:

a change of scenery defuses any complications that have arisen in the team, helps to see each other in a different light and in different conditions;
non-standard situations help to look at employees in a completely different way;
relaxed atmosphere reveals the unexpected potential of each employee. People get to know each other better, discover common interests, learn new things about each other.

In order to rally the team, use such a type of corporate holiday as tourism: ordinary, adventure or even story. Any of the options is attractive and special, but all form a team spirit, unite people into one group with common interests and mutual respect. Thanks to a corporate holiday, all members of the team get to know each other again in a relaxed atmosphere, enjoy relaxing from routine work, absorb positive emotions, which is extremely useful for preventing burnout of emotions and reducing efficiency. That guarantees a cohesive work of the team.

Gamify it helps bring the team together.

One of the most significant trends of recent years is the use of principles and technologies specific to computer games to increase the involvement of consumers and users in any process. And this method works great for keeping people in the workflow. Make completing tasks, solving problems, or achieving milestones the goal or stages of the game - and here, the whole office is enthusiastically playing a quest called "Work". The system of rewards, badges, titles and skill levels turns any process into fun and, using a competitive spirit, drags gamers into its abyss headlong. According to analysts' forecasts, by 2017 about half of all companies will use gamification technologies in corporate governance, so do not delay the study and implementation of this method, otherwise you risk ending up in the sad and backward half of the global business community.

What activities bring the team together?

Holding collective events brings the employees together very much - joint celebration of holidays, participation in games and quests, psychological or game trainings that encourage people to actively interact with each other, moving towards a common goal. All these activities are united by the term "team building" - team building, methods that help to connect different people into one strong team. This helps bring the team together.

extreme team building helping to bring people together

The basis of extreme team building is the collective practice of extreme sports, involving some risky situations and a surge of adrenaline.

Adventure racing

This is the most popular type of team building training, similar to adventure and extreme racing. The task of such an interesting team race is to overcome a certain distance with a variety of tasks and find checkpoints. Each team goes through several stages, each team has a minimum of 5, a maximum of 12 people. In an exciting way, employees from point to point go the distance, showing knowledge, ingenuity, the ability to act together and plan these actions. This is great for bringing the team together.

Orientation as a way to bring a group of people together

Orienteering is a great sport. The team must find the required number of control points on the ground. A compass and a map with marked destinations are provided to help. Such trim building is able to reveal the leadership qualities of employees, the ability to help each other, the degree of conflict of a person and the level of his communication skills. One of the modern types of orienteering is jeep orienteering. The basic principles are the same as for a regular sport, only orienteering takes place in jeeps and in a deserted area. Drive and a sense of extreme helps to unite the team.

Drop by helicopter fun way to bring a group of people together

Such a quest requires quite serious expenses for renting a helicopter, however, large companies conduct it for their top managers. The main meaning of such an adventure is to develop the ability of the staff to make quick decisions, focused on the most effective obtaining of the desired result, the ability to unite the team. It helps bring the team together. The essence of the quest is that several people are thrown by helicopter into a completely new area for them and left there. Their task is to get out on their own.

Rafting as a way to bring a group of people together

What can definitely bring people together in one team is the conquest of the water element. Several employees are invited to raft down the river. This type of trimbuilding is not very popular in Russia and is rarely used in practice as an independent vacation. Such activities are extremely common in places where bamboo grows. It is not difficult for a large stable firm to organize a tourist trip to places where the local population would help the team build their own raft and go on a trip on it. Joint production of food, water, protection of the raft, overcoming obstacles can unite all participants.

intellectual team building, helping to bring people together

This technology can be presented in the form of quests, ethnic games, photo hunting, role-playing events, etc. The main thing is that there is an opportunity to show ingenuity and mental work. Such team building perfectly reveals the potential of the employee, all his talents and helps to rally people into a team.

Quest in the city / Orientation in the city. This is the most popular quest in the opinion of modern marketers. He has a bright future in terms of demand. The organization of a certain competition, puzzles, rich internal communication of the group, the manifestation of all creative potentials.
Photonavigation/Photohunting. A great opportunity to show intelligence, change the environment and relax. Landmarks in this quest are photographs and images of noteworthy places in the city. It is necessary with the help of gadgets, including the Internet and a mobile phone, to be in the right place at the right time.
Made by hand. A great idea for employees to show creative thinking and a creative approach. It is necessary to invite the staff of the team, especially those who work in offices and receive everything ready-made, to create something with their own hands. Such technology relieves tension and fatigue, switching people to something new, requiring a completely different approach and actions.
Architecture and painting. It is interesting to everyone and always. A joint visit by the whole team of an exhibition or a temple turns into an educational vacation, helps to get to know colleagues from a different side and unite employees. Interesting conversations, discussions on topics not related to work are possible, which also positively affects the emotional state of the team. You can add participation in various master classes to the program, for example, during the restoration of a temple or work.
Ancient Russian crafts. Antiquity always attracts people with its development history, the development of crafts is especially interesting. Chasing, forging, wood carving, embroidery, mead making, etc. You can choose for every taste a common activity for the team, unobtrusively learn a new skill for almost everyone, identify talents and plunge into the past century for some time. Shared passions and common interests help bring the team together.
Last Hero. Thanks to the creation of extreme situations provided for by this type of team building, all the negative aspects of the team members, the degree of conflict of each of them, the tendency to create or destroy are easily identified.

creative team building, helping to bring people together

Unlike extreme team building, creative team building more subtly helps to rally the team, effectively solving most of the collective tasks and issues. Creative team building is able to increase the level of trust in the team, build communications, distribute roles, strengthen emotional cohesion, and determine the common goal. In Russia, this is still a rather unfamiliar technology, but its prospects are undeniable.

Theatrical. Try to attract a professional director to stage a play chosen jointly, in which all the roles are occupied by the staff of the team. An exciting activity for all participants and spectators is able to colossally unite people with a common goal and interest, and make interaction with each other habitual.
Musical. Create your musical group. It may simply be an ensemble consisting of musically gifted employees who own instruments and have vocal abilities. Or a brass band performing works, where the solo parts of each member are combined into the most beautiful collective works. The most popular in Russia are folklore ensembles, groups of musicians playing African musical instruments, and jazz groups. A common interest will help bring people together.
dance teambuildings cheer up, improve the emotional component of the microclimate of the team, making it more united. Dance all together, go ice skating together in winter, participate in various competitions, and the team will become united, people will be closer to each other, the attitude towards their work and the company will improve.
Historical team building. When composing an event for your team, add historical notes to its plot. It can be any plot or an interesting historical fact. You can try to hold, for example, knightly battles, Pioneer Day or a Viking campaign. Create a great opportunity to rally the team with the brightest new emotions and unexpected experiences.
Military. Now many are fond of paintball. A kind of game "Zarnitsa", with a military atmosphere, artifacts, abandoned training grounds. A common goal, collective planning of actions make this team game the best way to rally people.
Literary team building. Arrange themed literary readings. They don't have to be long. You can read interesting articles to each other for five to ten minutes every morning. You can compete departments for the best article of the week. All this unites, distracts, provides an opportunity to relax for a while and helps to unite employees with a common hobby.
Movie team building. Create your movie. It can be timed to coincide with any date, anniversary or professional holiday. Each employee of the team will contribute, play their role, and joint viewing will improve the mood and help unite the team even more.
Culinary team building. Arrange a joint dinner after a culinary duel. You can make teams from departments or separate groups. Let people surprise everyone with their culinary talents. Collective cooking and eating dishes incredibly brings people together. A change of scenery and activities helps to relieve fatigue, get positive emotions and unite people into a team.

Currently, there are several models of collective development, each of which captures specific stages in this movement.

The most detailed concept of team development belongs to A.V. Petrovsky. He considers group as consisting of three strata (layers). In the first layer, first of all, direct contacts between people are realized, based on emotional acceptability or unacceptability. In the second layer these relationships are mediated by the nature of the joint activity. In the third layer, called the core of the group, relationships develop based on the acceptance by all members of the group of the common goals of group activity. This layer corresponds to the highest level of development of the group, and therefore, its presence allows us to state that we have a team in front of us.

Currently, psychologists prefer to consider the levels of group structure in reverse order, starting with the characterization of nuclear relations.

The central link of the group structure is formed by the objective activity of the group itself, and this is necessarily a socially positive activity. The second layer of the group structure is a fixation of the attitude of each member of the group to group activities, its goals and objectives. This layer is described as a coincidence of values related to joint activities and the development of a certain motivation of group members, emotional identification with the group. The third layer captures the actual interpersonal relationships mediated by activity. The fourth layer of the group structure captures the superficial connections between members of the group, this is the part of interpersonal relationships that is built on direct emotional contacts.

The strength of any team is its cohesion. Cohesion can be very high when people are closely connected with each other and are jointly responsible for achieving the goals facing them and the team as a whole, and therefore do everything to successfully achieve them. It can be very low when the team does not even get a clear organizational design, there is no common goal, everyone acts on his own, at his own peril and risk, trying to demonstrate individual results even to the detriment of others.

In many ways The cohesion of the team depends on the stage of its development. from maturity stage. Psychologists distinguish five such stages. The first stage is called "lapping". At this stage, people are still looking at each other, deciding whether they are on the same path with the rest, trying to show their "I". Interaction occurs in familiar forms in the absence of collective creativity. The leader plays a decisive role in uniting the group at this stage.

Second stage team development - "conflict"- is characterized by the fact that clans and groups are openly formed within its framework, disagreements are openly expressed, the strengths and weaknesses of individuals come out, personal relationships become important. A power struggle for leadership and a search for compromises between the warring parties begins. At this stage, there may be opposition between the leader and individual subordinates.

In the third stage - the stage of experimentation - the potential of the team increases, but it often works in jerks, so there is a desire and interest to work better, by other methods and means.

At the fourth stage appears in the team successful problem solving experience which are approached, on the one hand, realistically, and on the other hand, creatively. Depending on the situation, the functions of a leader in such a team pass from one of its members to another, each of which is proud of its belonging to it.

On the last - fifth stage - within the team are formed strong ties people are accepted and appreciated, and personal differences between them are quickly eliminated. Relationships are formed mostly informally, which allows demonstrating high performance and standards of behavior. Not all teams reach the highest (4.5th) levels.

Thus, a real close-knit team does not appear immediately, but is formed gradually, passing through a series of stages. Let's analyze these stages on the example of a training team. At the first, organizational stage, a group of students of secondary specialized educational institutions (SSUZ) does not represent a team in the full sense of the word, since it is created from students entering the SSUZ with different life experiences, views, and different attitudes towards collective life, so it naturally happens "lapping" people to each other. The organizer of the life and activities of the study group at this stage is the teacher, he makes demands on the behavior and mode of activity of students. It is important for a teacher to clearly identify 2-3 most significant and fundamental requirements for the activity and discipline of students, not allowing an abundance of secondary requirements, instructions, prohibitions. At this organizational stage, the leader must carefully study each member of the group, his character, personality traits, identifying, on the basis of observation and psychological testing, the "individual psychological map" of the student's personality, gradually highlighting those who are more sensitive to the interests of the team, is an effective asset. In general, the first stage is characterized by socio-psychological adaptation, i.e., active adaptation to the educational process and entry into a new team, assimilation of the requirements, norms, and traditions of the life of an educational institution.

Second phase team development (formation stage) comes when an effective, rather than formal, asset of the team is identified, i.e., the organizers of collective activity are identified, who enjoy authority among the majority of members of the team. Now the requirements for the team are put forward not only by the teacher, but also by the asset of the team. But the identification of an asset and leaders occurs through stage of confrontation distribution of group roles, with a gradual transition to experimentation stage. The leader at the second stage of the development of the team must objectively study, analyze the interpersonal relationships of the team members using the methods of sociometry, referentometry, take timely measures to correct the position of group members with high and low sociometric status. Raising a group asset- the most important task of the leader, aimed at developing the organizational skills of the asset and eliminating negative phenomena: arrogance, vanity, "commanding tone" in the behavior of the asset.

Knowing the structure of informal relationships, what they are based on, makes it easier to understand the intragroup atmosphere and allows you to find the most rational ways to influence the effectiveness of group work. In this regard, special research methods are of great importance, which make it possible to reveal the structure of interpersonal relationships in a group, to single out its leaders.

The position of a person in a team is determined not only by the individual characteristics of the character, the personality of the person himself, but also by the characteristics of the team. In a poorly cohesive team, the status of an individual depends largely on the level of her sociability. In close-knit teams in which complex joint activities are carried out, the status of an individual is determined to a greater extent by his business and moral qualities than by sociability. Whatever determines the status of a person in a team, it has a strong influence on his behavior and self-consciousness.

When organizing any kind of activity, it is useful to keep in mind those real groupings (3-5 people each) that are in the team, to unite people who sympathize with each other. So, a group of people that is quite authoritative in the team can lead the preparation and holding of a certain event, because, relying on their circle of friends, people can perform organizational functions much more efficiently. Given the real-life interpersonal connections, the leader achieves a dual goal: to include group members in collective life and to influence the life of the group itself.

Involvement of team members in various types of joint activities (work, study, sports, recreation, travel, etc.), setting interesting and increasingly complex goals and tasks for the team that are attractive to many participants, establishing friendly and demanding relationships, responsible dependence between people - all this contributes to the strengthening and development of the team at the second stage.

However, at the second stage of development, the team is not yet a close-knit group of like-minded people in the full sense, there is a significant heterogeneity of views. Free exchange of opinions, discussions, attention of the leader to the mood and opinions of the team members, democratic collegial way of decision-making and management creates the basis for creating a cohesive team.

On third stagethe development of the team reaches a high level of cohesion, consciousness, organization, responsibility of the members of the team, which allows the team to independently solve various problems, move to the level of self-government. Note that not every team reaches this highest level of development.

A highly developed team is characterized by the presence cohesion as a value-oriented unity, closeness of views, assessments and positions of group members in relation to objects (persons, events, tasks, ideas) that are most significant for the group as a whole. The cohesion index is the frequency of coincidence of views of group members in relation to the moral and business spheres, in the approach to the goals and objectives of joint activities.

The value-oriented unity of the team does not imply the strengthening of people's conformism, but the implementation collectivist self-determination of personality - the selective attitude of the individual to the influences of a particular group, expressed in the acceptance of some and the rejection of other group influences, depending on the person's awareness of the need to act in accordance with their value orientations that have developed in the team in the process of joint activity.

A highly developed close-knit team is characterized by the presence of a positive psychological climate, a benevolent background of relationships, emotional empathy, sympathy for each other.friend. The presence or absence of these qualities serves as a diagnostic feature for the difference between just a group of people and a team. An experiment was carried out on a device - a group integrator, which has six handles, the coordinated rotation of which sets in motion a needle moving along a 5-shaped slot. The subjects together must pass the needle from the beginning to the end of the slot as quickly as possible, without touching its sides. Each touch to the board (mistake) is punished by electric shock. In the first series of experiments, all participants are punished with electric current; in the second series, only the responsible leader is punished. An indicator of the presence of sympathy, emotional empathy among group members is approximately equal speed and accuracy of needle movement in the 1st and 2nd series.

The level of development of the group significantly affects the features of the process of incorporating a new individual into the group. Conducted by A.S. Gorbatenko's research shows that groups of a high level of development favor the process of adaptation of a beginner in a group. Such groups are open to the newcomer, interacting with him, humanely, benevolently supporting him. Groups of a low level of development are characterized by an indifferent attitude towards a beginner, a refusal to interact with him, or even an active rejection of a beginner.

A complex indicator of relationships in a team is its socio-psychological climate - set of relations of group members:

1) to the conditions and nature of joint activities;

2) to colleagues, team members; 3) to the head of the team.

If people are not satisfied with the nature and conditions of joint activities, if indifferent or conflicting interpersonal relations and unfavorable business relations prevail between them, then a negative socio-psychological climate is developing, which worsens the efficiency of the team, the effectiveness of its activities, negatively affects the well-being and health of people, determines the desire of a person to leave this group.

The socio-psychological climate of the team largely depends on the personality of the leader and the head of the team, on his relationship with the members of the group, on the style of leadership he uses.

The basic rules of individual and group behavior are set by the organization itself, establishing the terms of reference, the corresponding rights and powers, the measure of responsibility, and the standards of business communication.

Any organization is a combination of various professional groups. Employees of the organization are included in a certain system of interpersonal relations as part of groups.

A group can act as a governing, controlled or self-governing structure with varying degrees of cohesion of its members - from an unorganized crowd to a single team.

To be considered a group, a group must meet the following criteria:: the presence of a common goal for all its members, psychological recognition of each other by members of the group, identification of oneself with the group. In addition, the presence of a certain culture, expressed in common values, symbols, norms and rules of behavior in the team, entry or exit from it, requirements for the physical and moral appearance of its members, can also be considered a sign of the team.

By influencing people's behavior, the team largely contributes to its change, since, participating in collective actions, each person must adapt to the requirements of the group, group norms.

A team that is close-knit, but not tuned in to constructive behavior, can have a corrupting effect on a person, forcing him to asocial behavior.

In turn, a person also tries to influence the team, to make it more "convenient" for himself. The effectiveness of such an impact depends on the strength of both parties. A strong personality can subjugate the team, incl. and as a result of a conflict with him, the weak one, on the contrary, submits herself, dissolves in him, and the team in return takes care of her well-being.

The ideal situation from a managerial point of view lies somewhere in the middle and is characterized by trusting partnerships between the labor collective and its members, who do not give up their own positions, but are respectful of common goals and needs.

Each group (team) is as individual as each employee. Knowledge of the characteristics of a particular group in an organization (both formal and informal) is necessary to justify specific methods of influencing it. So, a team that was formed a long time ago, which has a long history of formation and development, despite the fact that the composition is only relatively stable, has fairly stable traditions. Accordingly, in order to control the behavior of people in a given team, it is necessary to identify traditions, the established views of the main part of the team, analyze them, decide whether they should be supported and developed or they should be fought. At the same time, it is necessary to find out in what period of the functioning of the collective they were formed: in the event that they were established in a historical period unfavorable for the collective, they can be more stable than traditions established in a historical period of a different character.

A team with a short historical path (recently created as a new organizational link in the structure, merged with another team - completely or partially reorganized, etc.) usually presents a rather complex and varied picture, since workers who came from other teams are carriers of their traditions, foundations, behavioral norms and standards. In this case, you should familiarize yourself with all the traditions and habits introduced into the new team: some should be supported and developed, others should be forgotten and, possibly, start creating new ones that unite the team.

Relationships within the team and the team with the leader can be emotionally colored in different ways depending on the specified feature. It is a well-known fact that women are more emotional than men, therefore, communication with a women's team (fully or mainly) or its individual representative requires the leader to be more emotionally colored in his public statements (conferences, meetings, etc.), as well as personal conversations. However, positive aspects can also be extracted from the emotionality of women: due to this very quality, women will respond faster than their colleagues of the opposite sex to a rather emotionally expressed, confidential request of the manager to do additional work, to help someone.

Gender-mixed teams are, as a rule, more productive, less conflicted: the reason for this is the desire of representatives of both sexes to look more advantageous in the eyes of the other sex.

The age characteristic of the team also affects the effectiveness of the actions taken by the leader, his relationship with his subordinates. Each age group that is part of the team has certain differences (for example, with age, the motivational sphere of a person changes, experience accumulates, skills and abilities are formed, and at the same time, stereotypes that reduce the speed of mastering new knowledge and skills, determine a negative attitude to innovations, etc.).

Features of interpersonal relations, conflict situations, the ratio of social roles and other characteristics of the team, which means that the features of the impact on it largely depend on the scope of its activity (production, research, trade, etc.).

As the organization develops, it becomes necessary to change the behavior of the staff. The organization and its leadership can actively influence the modification of human behavior. The means of influence used for this should be chosen depending on the situation in which a person is, taking into account the whole variety of factors influencing his behavior, primarily taking into account the needs and motives of activity, creating conditions for a person, relying on his own experience, self-adapted to the changing organizational environment.

Behavior modification is possible not only by influencing a particular person, but also by changing the external environment of the employee, as well as through the use of combinational influence on the person and the external environment (effective management of groups of people, changing attitudes of interpersonal relationships, etc.).

A close-knit team is distinguished primarily by the following qualities: commonality of feelings and desires of its members; the desire to be together, to work together; the presence of group-wide norms, values and the general positiveness of the goal; the ability to educate the members of the team, coherence in any situation, a sense of mutual responsibility and mutual assistance.

Hence, manager's task is not so much to staff the production team with the necessary number of people, but to make it a team in essence, cohesive, capable of solving high tasks today. At the same time, it should be borne in mind that a team is not just a collection of different people with their own individual abilities. Each team develops its own norms, attitudes, values, traditions, therefore team management - a special and more difficult task than managing each subordinate separately.

SUBJECT. Leadership and efficiency of organizational processes