Team dynamics

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Team dynamics is a special area of group dynamics that becomes relevant when the group in question works together as a team and is geared towards performance, creativity and productivity. A team has set itself common goals and tasks, its social and functional structure is geared towards this and is subject to constant dynamics (Greek dynamiké = mighty; dynamis = force).

Definition

The term dynamics here stands for a force that is directed towards movement, change or development. In the psychosocial context, this is a special systemic force that has both a positive and a negative effect in a social system. It is an energy that moves people in relation to their fellow human beings.

From 1994 to 2008, the business economist and teacher Armin Poggendorf dealt with the socio-dynamic processes in teams in scientific projects at the University of Fulda . He showed that classic group dynamics do not fully capture the processes in productive social systems (teams, colleges, departments, companies). A specific system-dynamic variant is required, which he researched and established as a methodology: applied team dynamics .

According to Poggendorf, the term team dynamics has three different aspects:

  • Team dynamics are a reality for those who work in a team or cooperate with others
  • a science for those who are concerned with grasping, understanding and describing the basic social and functional relationships between team members
  • a methodology for those who lead, set up , train, moderate or supervise a team .

Depending on whether someone is a team member, team researcher or team trainer, for example, it is about experienced, researched or applied team dynamics.

Applied team dynamics

This method responds to the need for effective forms of interaction and communication and sees itself as a contribution on a socio-cultural level. It is systemic, proxemic , salutogenic and holistic .

The approach consists in depicting social relationships physically, i.e. spatially and physically. The circle is an image of an intact team. This is the only form in which the associated people are actually all turned towards one another. The center of the circle can be used as the focus of attention (“training in a team-dynamic circle”). This form intensifies the socio-dynamic processes, makes them three-dimensional at the same time and creates the space e.g. B. for feedback, statements, self-portrayals, team constellations and spontaneous role plays. In a coherence field that arises in the circle, the emotional intelligence and social competence of the participants develop as the basis for efficient cooperation and teamwork.

Goal setting

The objective of applied team dynamics is formulated pragmatically: a method for the formation and further training of the team as well as for the training and development of the individual in the team. Team-dynamic trainings and workshops are fundamentally geared towards the development of social and emotional skills such as teamwork, self-confidence, self-expression, empathy. It is not just about qualifying individuals and bringing them into relationship with one another, but also about bringing the individual into a relationship with the entire system and gaining their commitment to the overall task.

Setting

A characteristic feature is the team-dynamic circle: 10 to 15 participants sit on chairs with one or two trainers and look into the middle, where moving and moving scenes are playing. The individual places himself in the middle for his contribution, communicates from there, brings in his concern, makes his statement, receives his feedback. Everyone leaves a personal impression with their personal expression on everyone sitting in the circle. The spontaneous reaction from the circle can be varied, it can contain confirmation or criticism, depending on how the contribution is received in the current situation. The circular area is also the place for role plays, individual encounters, personal statements, etc., as long as they are to take place in the partial public of the (training) team.

Systemic approach

The team dynamic moderates according to systemic aspects. A system consists of elements and the relationships between the elements. That is why the team dynamic has two levels in view at the same time: the training team as a whole (system) and the individual team member (element) with their relationships. The systemic view extends from the whole into detail, from the well-being of the team to the well-being of each individual - from the insight that one cannot be sustainable without the other.

The team-dynamic training aims at the qualification of the social system, which consists of the individual members - and thus at the same time at the qualification of the individual. The system can only qualify if the individual further qualifies. And vice versa: Individuals in the system can only develop in the long term if the system continues to develop. One also speaks here of the learning organization .

Team-dynamic training draws attention to two levels that interact systemically:

  • In order to build an efficient team, you have to look at the individual, involve them and qualify them.
  • In order to support the individual efficiently, you need a qualified, functioning team.

Proxemic approach

Team dynamics use the proxemic laws of spatial significance and spatial behavior with their four dimensions: distance, eye level, alignment and touch. The proxemic principle consists in the fact that social and emotional relationships are mapped physically, i.e. spatially and physically. The proxemic language is the "spatial language" in which everyone usually unconsciously communicates, but learns to express them consciously in the training. With the help of proxemics , it is possible to vividly depict, clarify, organize and stimulate the socio-emotional relationships with spatial-physical constellations. The team dynamic can create the proxemic constellations by suggesting them so that the participants experience them and perceive their effect. Special forms of communication can also be used, such as a stand-alone position in the middle of the circle, scheduled side-by-side conversations, series conversations, staged conversations behind the scenes, scaling of personal characteristics (e.g. seniority, competence) and claims in the cascade.

Methodological classification

The applied team dynamics cannot be clearly assigned methodologically, it is not derived from conventional group dynamics, it is more in the tradition of humanistic psychology . It is not an approach from psychology or pedagogy, although it is essentially about topics to which psychology and pedagogy are also dedicated. The team-dynamic approach is viewed as an independent method within the framework of further education didactics.

literature

  • Udo Haeske: Team and conflict management - leading teams successfully - resolving conflicts constructively. Cornelsen Verlag, Berlin 2014, ISBN 978-3-411-87151-3 .
  • Geseko von Lübke: Old knowledge for a new time. Contribution: The Path of the Circle - Conversation with the North American healer and Wampanoag elder Manitonquat (pp. 132–153). 3rd edition, Kösel-Verlag, Munich 2009, ISBN 978-3-466-34526-7 .
  • Armin Poggendorf, Hubert Spieler: Team dynamics - Training, moderating and systematically setting up a team. Junfermann Verlag, Paderborn 2003, ISBN 3-87387-531-4 .
  • Armin Poggendorf: Applied team dynamics - methodology for trainers, consultants, educators and team developers. Cornelsen Verlag, Berlin / Düsseldorf 2012, ISBN 978-3-589-24204-7 .

Web links

Individual evidence

  1. ^ Rogier Crijns, Janine Thalheim: Cooperation and Efficiency in Corporate Communication: Internal and External Communication Aspects of Corporate Identity and Interculturality. Springer 2008, ISBN 3-531-90970-3 , p. 305.
  2. ↑ Armin Poggendorf: Applied team dynamics - methodology for trainers, consultants, educators and team developers. Berlin / Düsseldorf, Cornelsen Verlag 2012, ISBN 978-3-589-24204-7 , p. 19
  3. ↑ Armin Poggendorf: Applied team dynamics - methodology for trainers, consultants, educators and team developers. Berlin / Düsseldorf, Cornelsen Verlag 2012, ISBN 978-3-589-24204-7 , pp. 19, 24f.
  4. ↑ Armin Poggendorf: Applied team dynamics - methodology for trainers, consultants, educators and team developers. Berlin / Düsseldorf, Cornelsen Verlag 2012, ISBN 978-3-589-24204-7 , p. 23
  5. ↑ Armin Poggendorf: Applied team dynamics - methodology for trainers, consultants, educators and team developers. Berlin / Düsseldorf, Cornelsen Verlag 2012, ISBN 978-3-589-24204-7 , p. 22f.
  6. ↑ Armin Poggendorf: Face-to-Face in a circle of chairs. , in: Die Neue Hochschule, issue 6/2012, p. 198
  7. ↑ Armin Poggendorf: Applied team dynamics - methodology for trainers, consultants, educators and team developers. Berlin / Düsseldorf, Cornelsen Verlag 2012, ISBN 978-3-589-24204-7 , p. 22, 101ff.
  8. ↑ Armin Poggendorf: Proxemics in team dynamics - dictate and interpret spatial language. , in: Florian Siems, Manfred Brandstätter & Herbert Gölzner (Eds.): Target group-oriented communication. VS Verlag für Sozialwissenschaften, Wiesbaden 2008, p. 234ff.
  9. ↑ Armin Poggendorf: Applied team dynamics - methodology for trainers, consultants, educators and team developers. Berlin / Düsseldorf, Cornelsen Verlag 2012, ISBN 978-3-589-24204-7 , p. 24f.