The Effect of Team Building on Performance

Abstract

In this article, meta-analytic integration of research examining the effects of team building on performance is reported. Overall, there was no significant effect of team building on performance. However, the effects of team building varied as a function of the type of operationalization of performance: On objective measures of performance, there was a nonsignificant tendency for team building to decrease performance, whereas on subjective measures of performance, there was a significant, albeit small, tendency for team building to increase performance. Examination of the specific components of team building revealed that interventions emphasizing role clarification were more likely to increase performance, whereas interventions that emphasized goal setting, problem solving, or interpersonal relations were no more likely to render an increase or decrease in performance. Finally, the effects of team building decreased as a function of the size of the team. The discussion considers implications of these effects of team building on performance.

The effects of team training on team outcomes: A meta-analysis

“…Almost a decade ago, Salas, Rozell, Mullen, and Driskell (1999) conducted a meta-analysis of the effects of team-building components (goal setting, interpersonal relations, problem solving, and role clarification) on team performance. How-ever, the meta-analysis here focuses on team training rather than on team building or individual training.…”

The Effect of Teambuilding on Team Development: A Quasi-Experiment within a Swedish State Authority

“…Earlier findings are contradictory with regard to if, how and why interventions function [2,27]. They have studied the outcome of team-building efficacy to the exclusions of experimental and control group designs with the majority of group involving students and training groups which questions the generalizability of those findings [2], whereas the present study fulfils Note: *pre-intervention; #post-intervention Table 4: Means for Scales I-VI for experimental and control groups at pre-and post-intervention.…”

“…These 'communicative' behaviors align with some aspects of the consultants concept in the present study. For instance the concept of favored structures wherein the weight of effective meeting structure and decision-and information-avenues are imperative, where through heightened engagement group members are challenged to take personal control provide instances of team-building interventions reported in earlier research [2,27,32].…”

“…Nevertheless, meta-analyses [2,27] underline the significance of this study for cognitive, affective, process-and personal-measures to describe what has been construed to be an 'effective team' [1]. Several studies have demonstrated the association between team-development and performance [1,[15][16][17]28,29], and also between team-development and affective indications such as work-satisfaction, emotional exhaustion and sick leave [18,19,30].…”

Automated Communication Analysis for Interactive Situation Awareness Assessment

“…Geodasic (Social Network Distance) Multiple studies have also found that communication supports situation model development (Salas, Rozell, Driskell, & Mullen, 1999). Team members that communicate directly communicate tend to understand each others tasks and situation and are able to gather information about the other's capabilities .…”