A diagnostic model for team building with an illustrative application

Abstract

Team building is a very popular HRD intervention. Yet research results have been mixed, providing little support for such widespread application. This study begins by examining the reasonsfor these inconsistent results. In general, researchers havefailed to diagnose the appropriateness ofteam-building interventions and to tailor interventions to the specilfc needs of teams. This in turn repects the absence ofan explicit theory of team building in which relevant variables are identijed and related. To correct this, a group-process model i s proposed for purposes of diagnosis andfor designing specijc teambuilding interventions. Application of this model is illustrated with an empirical study of team building utilizing a complex management-simulation game with newly formed groups. The results illustrate the diagnostic application ofthe model and provide supportfor team building us a means of improving group effectiveness through its effect on group process in this situation. Implications for future team-building research and for the practice of team building are discussed.Team building is an HRD practice that has achieved widespread practical application in many diverse settings. Indeed, it has been one of the most popular and frequently applied of all HRD interventions for many years (Beer, 1976; Golembiewski, 1990). Reference to textbooks on organizational behavior or HRD will substantiate its popularity However, the widespread practice of team Note: We wish to thank

<img src="http://openjournals.net/files/pics/CEU.gif"/> Exploring the development of an organisational culture of control and dependency from a systems psychodynamic perspective

“…However, this composition could also have resulted in groupthink and a negative impact on performance in situations requiring innovativeness such as in a changing environment (Bottom & Baloff, 1994;Dirks, 1999;Earley, 1999;Elron, 1997;Keck, 1997;Kim, Min & Cha, 1999;Knight et al, 1999;McCauley, 1998;Shaw & Barrett-Power, 1998;Sohoran, 1993;Watson, Johnson & Merritt, 1998;West & Anderson, 1996). At a dynamic level, a system deals with the fears associated with change by creating safety within (Bar-Lev Elieli, 2001).…”

Increasing Work Group Effectiveness: Combining Corporate Adventure Training with Traditional Team Building Methods

“…According to Bottom (1994), team building is "the attempt to improve a group's process through the use of interventions targeted at specific aspects of process." In short, team building aims to improve team processes, resulting in better work output and long-term team effectiveness, con tributing to improved performance of the organization of which the team is a part.…”