What makes strong teams

Every company and every individual project stands and falls with the "right" team composition. Right means, above all, versatile. Because a homogeneous group of like-minded people is not suitable for giving each other new impulses. Different experiences, thought patterns and approaches, on the other hand, promote creativity and are a guarantee for innovative ideas.

Exchange of different truths

Different thinking preferences can inspire each other and lead to holistic solutions. For this to happen, two prerequisites must be met: First, each team member must know his or her own thought patterns and understand how these affect his or her perceptions. Second, everyone must also know and accept the thinking patterns of their team members, even though they differ from their own.

Even better than mere acceptance are curiosity and joy in other approaches. Because the exchange with people who think differently is a relief from the compulsion to have to be able to do everything oneself. The team members must recognize that there is not just one truth, but many different truths. Only through this versatility can a team exploit its full innovation potential.

Pulling together

The common model is that each employee has a fixed role and level that is on their business card and defines their scope of work. There are structures and procedures for working on projects. Such specifications, however, limit the creativity of the individual and thus also that of the team. Why not simply set the common working direction and allow a freer way of working?

It does not matter whether this common foundation is called vision or strategy. What is crucial is that the employees understand the meaning behind the task. Thanks to this approach, they have the opportunity to shape the path to the goal themselves, to take on different roles and to contribute their strengths. This leads to more motivation, competence and openness. Since everyone can identify with the common goal, the entire team feels connected to each other, to the project and, not least, to the company.

What does this mean for the supervisors? A new self-image is needed. Bosses must be able to encourage employees to take responsibility and make decisions independently. The prerequisites for this are courage and trust. Because under certain circumstances, employees may decide differently or even better than one would have decided oneself.

Analog before digital

In addition to the right team composition and common direction, the recipe for performance culture depends on a third ingredient: a stimulating and inspiring work environment. A place where people enjoy being, feel comfortable and can work well together.

Particular attention should be paid to haptics: pens, whiteboards, Post-its and other materials should be within reach at all times. Working with them is more suitable for developing ideas and thinking products further, because looking at the screen all too often tempts passivity.

Together instead of against each other

The second success factor for an inspiring work environment is an open communication culture. Here, every team member feels able to express themselves and there is no fear of saying something "stupid". Employees deal with each other in a friendly and open manner. This is not a "cuddle course", because the "what" is negotiated hard, only the "how" is given great attention. A good feedback culture is the be-all and end-all.

Innovative and strong teams do not emerge overnight. One sign that you are on the right track is the fact that disputes and conflicts are not shied away from and decisions are made and clearly communicated. To get this far, however, a lot of work on the team is necessary in addition to the work in the team.

Author:
Martin Günter-Pavel is head of "La Werkstadt - the House of Possibilities" in Biel. As part of this Swisscom pilot project, he has been accompanying companies and individuals in innovation projects and transformation processes for two years. www.lawerkstadt.ch