Team architecture

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The term team architecture describes - based on the general meaning of architecture (from the Latin architectura ) - the construction or structure of the structure of teams . These are understood as a group of people who work together on a task.

Features of the team architecture

Building a team typically includes aspects such as the staffing of the team, including personal characteristics such as task-related knowledge , skills and experience as well as values and attitudes. This also includes the type of team leadership and general framework conditions.

The architecture of teams is much more than that. It is seen as anything that creates a framework and orientation . This also includes the four key variables of good teamwork defined by Beckhard (1972) are “goals”, “roles”, “procedures” and “interpersonal relationships”, whereby the quality of the latter variable is often visible symptoms , while the first three variables are the cause are to be understood.

Effects of successful team architecture

Psychological security is the central key component of successful team work as a result of a successful team architecture. It describes the conviction and feeling that is shown to the team as a whole and is shown, for example, in how openly and diversely the interaction takes place without feeling any uncertainty or discomfort. Based on this, the important aspect of trust, which is based on the perception of an individual counterpart, is found on the interpersonal level. A sufficiently high level of psychological security can counteract negative forms of group thinking as a uniform mode of thinking in a group that restricts alternative ways of thinking and often uses (innovative) solutions. A large initiative by Google , which started in 2012 and was codenamed “Project Aristotle”, came to very similar results . In this context, hundreds of Google teams have been examined over two years to find patterns that show why some teams fail while others achieve their best. Five key results from high-performance teams were found here

  1. Meaning: Do the individual team members experience meaning in their work?
  2. Effect: Does your own work have an actual effect? Is the individual and team contribution relevant?
  3. Security: Is there a feeling of belonging, trust and mutual respect?
  4. Reliability: How strong is the team's reliability perceived?
  5. Clarity: Does the team know both the expectations and the short and long-term goals?

Possible parameters for the functioning or the fit of a team architecture can also be based on the Lencioni model “5 dysfunctions of a team”. Within the framework of the team architecture, the central set screws such as goals, roles and processes should be defined and transparent in such a way that the five dysfunctions - 1. absence of trust, 2. fear of conflict, 3. no common why, 4. no responsibility, 5 No successes - avoided or reduced.

Current development

Team roles as part of the team architecture

Goals, roles and processes are - as described in the chapter “Characteristics of the team architecture” - important elements of the team architecture. It is important to define these in order to ensure effective teamwork.

There are various approaches to clarifying roles as central key variables in the team architecture. While previous role models for a team often rely on strengths and weaknesses (e.g. Belbin team roles), newer approaches have now become established that focus on values ​​and interests. The Düsseldorf company MONDAY.ROCKS GmbH has developed a team architecture approach that sees the meaningfulness of goals, positions and work structures for the individual team members as the key to committed and effective cooperation .

Team architecture in transition

Such new approaches also reflect the general change in the world of work, which makes it necessary to question existing models and concepts for the structure and structure of teams and entire organizations and to check whether they are up to date. Current challenges such as digitization and the associated dynamization, the need for entrepreneurial ambidexterity , the increase in ambiguities and a transformation of the understanding of leadership must therefore also be constantly included with regard to the understanding of an effective team architecture.

Areas of application

The areas of application for team architecture are diverse and range from value-oriented leadership to conflict resolution (avoidance) and change management . In the context of this, post merger integration (note: the merger of teams according to M&A processes) or the increase in acceptance for transformation projects should be mentioned in particular .

outlook

In addition to the areas of application in business , the topic of team architecture is also of particular importance in (team) top-class sport and in space travel .

Individual evidence

  1. ^ RK Streich: Fit for Leadership. Leadership success through leadership personality. 2nd edition Springer Gabler, Wiesbaden 2016, ISBN 978-3-658-12181-5
  2. ↑ S. Hofert, C. Thonet: The agile culture change. 33 Solutions for change in organizations. Springer Gabler, Wiesbaden 2019, ISBN 978-3-658-22172-0
  3. ^ R. Beckhard: Optimizing Team-Building Efforts. In: Journal of Contemporary Business 1 (1972) 23-32.
  4. ↑ a b c Goller, I .; Laufer, T. (2018). Psychological security in companies. How high-performance teams really work. Wiesbaden: Springer Gabler. ISBN 978-3-658-21338-1
  5. ↑ Duhigg, C. (2016). What Google Learned From Ist Quest to Build the Perfect Team. New research reveals surprising truths about why some work groups thrive and others falter. In: The New York Times Magazine (2016), online (accessed January 20, 2020)
  6. ^ Lencioni, PM (2010). The five dysfunctions of a team. A leadership fable. San Francisco: John Wiley & Sons.
  7. ↑ Schönfelder, C. (2018). Leisure - a guarantee for business success. Your potential for leadership and the world of work 4.0. Wiesbaden: Springer. ISBN 978-3-658-17524-5
  8. ^ Gostick, A .; Elton, C. (2018). The Best Team Wins. The New Science of High Performance. New York: Simon & Schuster
  9. ↑ Innovators (2018). WHY! When transformation suddenly takes effect. Freiburg: Haufe-Lexware GmbH & Co. KG.
  10. ^ Pellerin, CJ (2009). How NASA Builds Teams: Mission Critical Soft Skills for Scientists, Engineers, and Project Teams. New Jersey: John Wiley & Sons.
  11. ↑ Schlag, G .; Wenz, B. (2020). Looking for the ideal team. Radio broadcast on January 13, 2020 at 7:04 p.m.; online (requested on January 20, 2020)