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Cultural & Personality Differences That Affect Teamwork

Cultural & Personality Differences That Affect Teamwork | TeamWork-SAGA |


Members of a team don't all have to come from the same background, or share the same religion or political ideas to work effectively together. However, when personality or cultural clashes occur, you need to be able to solve the conflicts with little or no disruption to your business.


At the same time, thoughtful planning can help you avoid misunderstandings and maintain a successful working team....



A person’s country of origin can influence how he approaches his work.

Communication and relationship differences also occur between other sub-groups.


Gender, race and emotional and cognitive intelligence separate coworkers. Different educational and occupational backgrounds further diversify individuals in a team. Influential, loud, quiet and confrontational personalities also influence the way a group operates...


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Novel Approach to Enhance Collaborative Teamwork in Translation Research

Novel Approach to Enhance Collaborative Teamwork in Translation Research | TeamWork-SAGA |

Building multi-disciplinary research teams (MDRTs) to synthesize and translate knowledge from lab and/or clinical investigations into clinical applications is a main objective of the Novel Clinical and Translational Methodologies (NCTM) program at the IIMS.

Here several strategies/approaches have been developed  to enhance the formation of and collaboration among research team members taking into consideration MDRT structure, function and dynamic.

The developed strategies encompass a range of activities directed to expand the content and boost processes related to conducting translation research among interested investigators at IIMS.

The idea is to enable MDRT work by informing, activating, and encouraging translation researchers to participate in collaborative multi-disciplinary projects to maximize their productivity.

You are cordially invited to take advantage of these rich resources and activities. 

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Delivering the Cross-cultural Virtual Teamwork Experience

Delivering the Cross-cultural Virtual Teamwork Experience | TeamWork-SAGA |

A modem geographically dispersed workforce often takes the form of virtual teams, where competent individuals located anywhere in a transnational firm represent organizational knowledge assets that need to interact to accomplish organizational tasks.

This new organization form is likely to be most fruitful when virtual team members have skills with the supporting technologies, an aptitude for asynchronous, distributed teamwork, and often, some sensitivity to cultural issues that may arise when working with a colleague from another culture.

The authors of this article argue that this work form is becoming increasingly common, and that exposure to it is beneficial to undergraduate and graduate students who are likely to work in this fashion at some point in their careers.

The authors offer a model for the study of virtual teamwork and brief reviews of relevant literature on virtual team support technologies and cross-cultural management issues pertaining to technology use.

What is presented here is an exercise that involved U.S. and Mexican MBA students in a cross- cultural virtual teamwork experience... This offers some suggestions for using this type of exercise in an undergraduate or graduate MIS or MBA course, and some of observations gathered along the way...




The Virtual Team: An Emerging Organizational Form

Technological Support of Virtual Teams The virtual team is enabled by emerging computing and telecommunications technologies that support and coordinate communication and workflow between inter- and intraorganizational actors on an "anywhere" and increasingly "anytime" basis...

Socio-cognitive process dynamics Much has been written about group process variables and their impact on group work... While few efforts have yet been made to validate how group process variables are exhibited by virtual teams, the proposed model assumes that factors such as leadership, communication, interactions, participation, power and influence, and conflict and consensus-building that have been shown to have a profound impact on the completion of the task in a conventional environment will have similar effects on tasks undertaken in a collaboratory.

The information processing dynamics are expected to play an influential role in the task outcomes, especially in virtual groups. Availability of the technology, its limits, media richness, its filters and mechanisms are all variables to be examined for the impact on task completion and decision making...




Subjects Twenty American MBA students and twenty Mexican MBA students voluntarily participated in the study.

Subjects posted brief descriptions of themselves (age, professional and personal interests) to a web site devoted to supporting the exercise.

On the basis of this information, subjects sent messages via Email to desired candidates from the other country until pairings were ultimately decided upon.

They then undertook the task. Task Dyads created a five-page strategic plan for the implementation of a joint MBA international business capstone course that establishes strong international bonds between the students of both institutions.

The task was quite complex, entailing the planning of one- week visits by students from one campus to the partner's and vice versa...


The economic incentive to utilize CMC technologies to support collaborative work instead of requiring team members to travel for a traditional face-to-face meeting is often significant, and becomes more compelling as distances increase.

Electronic mail supports asynchronous communication for virtual teams, but it can now be augmented (or even replaced) by Web-based CMCs that support inexpensive and virtually free real time interaction.

Real time interaction is not only supported by the Internet's infrastructure but is being utilized by organizations reaching out to their workers, business partners and customers.

Real time collaboration tools are proliferating and adoption is growing rapidly. The real time collaboration (RTC) marketplace is made up of three interlocking technologies: audioconferencing, dataconferencing and videoconferencing.

The two CMC technologies used in the present study are based on these two infrastructures and use their popular and robust protocols. From the results of this study, organizations in the United States and Mexico can give increased consideration to using CMC technologies to support virtual teams composed of people from both cultures. However, before creating cross-cultural virtual teams, managers should realize that differing levels of facility with a chosen language, as well as the amount of experience team members may have with this work style may bear upon how well the technology is perceived to support the team's tasks and may also affect perceptions of member competence and contribution to the task.

Considering the ubiquity of transnational business organizations, the increasing popularity of team work, and the existence of technologies that can support geographically dispersed and both synchronous and asynchronous collaboration, the business community will likely want to have college graduate recruits (as well as extant employees) who are familiar with the technological, collaborative, and cultural aspects of cross-cultural virtual teamwork. The present exercise is a step in that direction...


► What is Cross-Cultural Teamwork

Actions and achievements of a group of people from different cultural and ethnic backgrounds working together in a co-operative way, or, the work produced by that group or team.

► Cross-Cultural Perspective Can Help Teamwork in the Workplace

► Supportive 
Together We Innovate

>> Bonus >>
How to Manage ► Virtual Teams ◄

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Flying Monkeys: Lessons in Teamwork

Flying Monkeys: Lessons in Teamwork | TeamWork-SAGA |

Have you ever told your kids something and later regretted it?

I've written before about letting them see my high school yearbook and what a mistake that was, but one time I confessed a fear I had as a kid and regret it to this day.

You see, I once told my kids that as a young child I was afraid of the flying monkeys in The Wizard of OZ .

They couldn't believe that something that fake could have been scary.

And so, my children being the loving compassionate people they are, immediately began hatching a plan to humiliate their loving father.





We can learn 5 things from this little incident. We already know these, we just tend to forget sometimes:

  1. A common goal...
  2. Each team member has a uniquely valuable strength...
  3. Let your team have fun...
  4. Let your team fail... 
  5. Be vulnerable... 




And yes, they still tease me about being afraid of the flying monkeys. Hey, those dudes were scary!

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Teamwork Quality and the Success of Innovative Projects: A Theoretical Concept and Empirical Evidence

Teamwork Quality and the Success of Innovative Projects: A Theoretical Concept and Empirical Evidence | TeamWork-SAGA |

An extensive body of literature indicates the importance of teamwork to the success of innovative projects.

This growing awareness, that “good teamwork” increases the success of innovative projects, raises new questions:

What is teamwork, and how can it be measured?

Why and how is teamwork related to the success of innovative projects?

How strong is the relationship between teamwork and various measures of project success such as performance or team member satisfaction?

This article develops a comprehensive concept of the collaboration in teams, called Teamwork Quality (TWQ).

The six facets of the TWQ construct, i.e., communication, coordination, balance of member contributions, mutual support, effort, and cohesion, are specified.

Hypotheses regarding the relationship between TWQ and project success are tested using data from 575 team members, team leaders, and managers of 145 German software teams.

The results of the structural equation models estimated show that TWQ (as rated by team members) is significantly associated with team performance as rated by team members, team leaders, and team external managers. However, the magnitude of the relationship between TWQ and team performance varies by the perspective of the performance rater, i.e., manager vs. team leader vs. team members.

Furthermore, TWQ shows a strong association with team members’ personal success (i.e., work satisfaction and learning)...

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Insightful >> The Food Bank:: BBVA :: Great Teamwork Success Stories

Insightful >> The Food Bank:: BBVA :: Great Teamwork Success Stories | TeamWork-SAGA |

Unidos es posible. Grandes logros en equipo.

Together, Anything is Possible







José Antonio Busto (President of the Spanish Federation of Food Banks).

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7 Habits of Highly Effective People >> Habit 6: Synergize

7 Habits of Highly Effective People >> Habit 6: Synergize | TeamWork-SAGA |

To put it simply, synergy means "two heads are better than one." Synergize is the habit of creative cooperation.

It is teamwork, open-mindedness, and the adventure of finding new solutions to old problems.

But it doesn't just happen on its own. It's a process, and through that process, people bring all their personal experience and expertise to the table.

Together, they can produce far better results that they could individually.

Synergy lets us discover jointly things we are much less likely to discover by ourselves.

It is the idea that the whole is greater than the sum of the parts.

One plus one equals three, or six, or sixty--you name it...




Valuing differences is what really drives synergy.

Do you truly value the mental, emotional, and psychological differences among people?

Or do you wish everyone would just agree with you so you could all get along?

Many people mistake uniformity for unity; sameness for oneness. One word--boring!

Differences should be seen as strengths, not weaknesses. They add zest to life.


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Teamwork? Good, Until It’s Not: When Working Alone Works Best

Teamwork? Good, Until It’s Not: When Working Alone Works Best | TeamWork-SAGA |

Teamwork. Support. Group (there's that word) synergy.

These are all hallmarks of positive business-speak and, one would assume, business practice.

They've become the modern calling cards of businessmen who want to appear non-hierarchical, hip, in touch with the new spirit of entrepreneurship.

But could these buzzwords and the actions they entail have a counterintuitive dark side? 

Teamwork can undermine motivation and commitment...

The plus side of the team...

When to delegate – and when to go it alone...




"Hell is other people." Jean Paul Sartre's famous quote can describe teams within juggernaut organizations, or scrappy start-ups where the employees are practically living together at the office.

Does your team need help getting along?

Are you challenged by managing employees who hate each other?

Would you like to enjoy happier and more productive relationships?

Go further and farther:

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Managing Multicultural Teams

Managing Multicultural Teams | TeamWork-SAGA |

Business management magazine, blogs, case studies, articles, books, and webinars from Harvard Business Review, addressing today's topics and challenges in business management...

When a major international software developer needed to produce a new product quickly, the project manager assembled a team of employees from India and the United States.

From the start the team members could not agree on a delivery date for the product.

The Americans thought the work could be done in two to three weeks; the Indians predicted it would take two to three months.

As time went on, the Indian team members proved reluctant to report setbacks in the production process, which the American team members would find out about only when work was due to be passed to them.

Such conflicts, of course, may affect any team, but in this case they arose from cultural differences.

As tensions mounted, conflict over delivery dates and feedback became personal, disrupting team members’ communication about even mundane issues.

The project manager decided he had to intervene—with the result that both the American and the Indian team members came to rely on him for direction regarding minute operational details that the team should have been able to handle itself.

The manager became so bogged down by quotidian issues that the project careened hopelessly off even the most pessimistic schedule—and the team never learned to work together effectively.

Multicultural teams often generate frustrating management dilemmas. Cultural differences can create substantial obstacles to effective teamwork—but these may be subtle and difficult to recognize until significant damage has already been done.

As in the case above, which the manager involved told us about, managers may create more problems than they resolve by intervening.

The challenge in managing multicultural teams effectively is to recognize underlying cultural causes of conflict, and to intervene in ways that both get the team back on track and empower its members to deal with future challenges themselves...

<><><> Super Bonus:

 A Manager’s Guide to Cultural Competence Education for Health Care Professionals

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☑Improving Group Dynamics: Helping Your Team Work More Effectively ▲

☑Improving Group Dynamics: Helping Your Team Work More Effectively ▲ | TeamWork-SAGA |

Learn how to help your people work together more effectively.

Helping Your Team Work More Effectively

Imagine that you've brought together the brightest people in your department to solve a problem.

You had high hopes for the group, so you feel frustrated when people can't come to a decision.

Several factors are holding the group back.

To start with, one person is very critical of colleagues' ideas. You suspect that her fault-finding is discouraging others from speaking up.

Another has hardly contributed to the sessions at all. When asked for his opinion, he simply agrees with a more dominant colleague.

Finally, one group member makes humorous comments at unhelpful times, which upsets the momentum of the discussion.

These are classic examples of poor group dynamics, and they can undermine the success of a project, as well as people's morale and engagement.

In this article, we'll look at what group dynamics are, and why they matter. We'll then discuss some examples of poor group dynamics, and we'll outline some tools that you can use to deal with them.

Key Points

The term "group dynamics" describes the way in which people in a group interact with one another. When dynamics are positive, the group works well together. When dynamics are poor, the group's effectiveness is reduced.

Problems can come from weak leadership, too much deference to authority, blocking, groupthink and free riding, among others.

To strengthen your team's dynamics, use the following strategies:

  • Know your team.
  • Tackle problems quickly with good feedback.
  • Define roles and responsibilities.
  • Break down barriers.
  • Focus on communication.
  • Pay attention.

Keep in mind that observing how your group interacts is an important part of your role as a leader. Many of the behaviors that lead to poor dynamics can be overcome if you catch them early.

What Causes Poor Group Dynamics? 

Group leaders and team members can contribute to a negative group dynamic:

>> Weak leadership... 

>> Excessive deference to authority...

>> Blocking: this happens when team members behave in a way that disrupts the flow of information in the group. People can adopt blocking roles such as:  

  • The aggressor...
  • The negator...
  • The withdrawer...
  • The recognition seeker...
  • The joker...

>> Groupthink...

>> Free riding...

>> Evaluation apprehension...

Strategies for Improving Team Dynamics: 

☕ Know Your Team...

☕ Tackle Problems Quickly...

☕ Define Roles and Responsibilities...

☕ Break Down Barriers...

☕ Focus on Communication...

☕ Pay Attention...

▲On Group Dynamics:

▲Important read on Belbin's Theory:


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Effective Classroom Teamwork

Effective Classroom Teamwork | TeamWork-SAGA |

Gary Thomas provides a guide for the new teams now working in the classroom. Identifying key areas of concern such as poor communication, he uses guidelines to improve the stresses and tensions which can arise.

>> A glance on the table of content <<

> The New Classroom Teams.

> The Dynamics of Teams.

> Classroom Teams.

> Teachers Working Together.

> CLassroom Teams

> Teachers Working with Non-Teachers

> A Model for Analysing Classroom Teams

> Investigating Classroom Teams

> The Extent and Nature of the New Teamwork

> Teachers, Parents and Ancillaries in Teams

> How They Make their Roles

> Support Teachers

> The Construction of Roles

> Diary of a Support Teacher

> Team Personalities

> A Key to the Problems? Tasks to be Fulfilled by the Team

> The Effect of Defining Roles

> Overview and Conclusion Appendix

> Extracts from the Diary References Index

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Using Game Theory in Teams 1

Using Game Theory in Teams 1 | TeamWork-SAGA |

Game Theory is a mathematical concept that was made popular by actor, Russell Crowe, in the hit film “A Beautiful Mind” that was screened in 2002. So what exactly is Game Theory?

Game Theory can be defined as a means of analyzing strategic actions that, more often than not, result from the consideration of the expected behaviour of others.

A game, in economics, is defined as a situation whereby rules, strategies and payoffs are involved for parties to make beneficial decisions. In this context, of course, “beneficial” is subjective. Why?




The Prisoners’ Dilemma...



Internal Strife in Organizations...



Why then do teams degenerate to such a state? We will find the answers in the deeper roots of such organizational relationships.

These answers lie with two very tenuous components in relationship-building:

1.     Communication

2.     Trust

In the Prisoners’ Dilemma, communication was cut off between both prisoners and thus, trust became an issue.

This setting then led us to the Nash equilibrium of when both prisoners confess. In the product/marketing analogy, wouldn’t communication be readily available to allow both departments to produce win-win results?

Strange isn’t it?

In today’s organizational environment, with the widespread availability of communication technologies, why should communication be of any concern? 

Why, even with such avenues for communication being available, do our different  teams often end up in Scenario D? 

Do discuss the Game theory with your team – draw a grid like the one above about how your interacts with the other teams in the organization.

May you find the wisdom to take the optimum action like we hope our prisoners above did...

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▷Page Sustaining Non-profit Collaboration >> the Relationship between Governance and Leadership

▷Page  Sustaining Non-profit Collaboration >>  the Relationship between Governance and Leadership | TeamWork-SAGA |

"As a nonprofit executive working in the human services arena, I have seen first-hand both the need for and the benefit of good collaboration. I have also observed the difficulties in engaging in such endeavors.

As a community leader, I have taken the initiative to develop several collaborative partnerships focused on addressing significant community issues.

As the leader of a nonprofit umbrella organization whose work is dependent on the development of effective partnerships, I recognize the value in gaining a greater understanding of collaboration and the elements that affect them.

These experiences encouraged me to add to the body of knowledge on collaboration by examining factors that affect its sustainability."

Highly Pertinent:

Corporate Governance and Leadership 1st International Forum, Paris

Narrowing the gap in outcomes

▷▷ Bonus:

Ways to Evaluate Governance Leadership & Planning Methods

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Mhd.Shadi Khudr's comment, June 9, 2014 2:08 PM
You are always most welcome
Ricard Lloria's comment, June 10, 2014 1:25 AM
You´re allways wellcome Mhd. Shadi, TYSM for your kind words.
Mhd.Shadi Khudr's comment, June 10, 2014 8:33 AM
Thanks so much + Best wishes
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➬The Importance of Teamwork in Nursing

➬The Importance of Teamwork in Nursing | TeamWork-SAGA |

In today’s health care market, the practice of teamwork has gained in popularity. This is especially true for professional nurses. When nurses function as part of a unit, and when they act as part of a team, the job itself is easier and more efficient. Moreover, overall patient care is enhanced...

In nursing, when teamwork is emphasized and valued, every member works together to meet their patients’ needs; improved patient outcomes is their common goal...

There are many relevant clinical examples of how teamwork improves patient care.

  Every discipline is integral...

...example of the benefits of teamwork in patient care occurs when the respiratory therapist effectively works with the attending physician, and when she communicates with the patients’ assigned nurse.

 A collaborative environment...

The Institute for Health care Improvement also recognizes the importance of teamwork. In their book, "Crossing the Quality Chasm:

A New Health System for the 21st Century," teamwork is cited as essential in caring for patients with complex problems.

First, consider the use of the hospitalist in the acute care setting...

Second, because the hospitalist spends so much time in the hospital, he or she understands the systems and protocols that support patient care activities within the hospital...

Finally, because hospitalists are constantly on site, they improve the team’s ability to respond rapidly to patient crises, thereby improving continuity of care and clinical outcomes.

By being on site, bnursing teamwork, nurses communicationy being an integral part of the hospital team, and by knowing and helping to improve the system, hospitalists are reviving the "collaborative" model of patient care.

They strongly conclude that "effective working teams must be created and maintained."

Unit-based councils...

Teamwork is also emphasized in the concept of shared governance.

Nursing is a profession that is recognized by a society as having a specialized body of knowledge and a commitment to a service ideal, as well as professional autonomy and accountability for their specialized practice.

Nurses are in many aspects given the privilege of self-regulating or governing their profession.

The concept of shared governance in nursing has been used over the past 20 years as a mechanism for health care organizations to empower nurses to participate in decision-making within an organization, particularly in regards to making decisions that affect nursing practice...

➣➤ Teamwork is a key component of many professions; when employees feel as if they are part of a unit, relevant outcomes are improved.

Nurses report enhanced job satisfaction and patient care outcomes are met. No longer can nurses function in isolation.

Their profession mandates teamwork and effective communication. -

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See >>  5 Useful Principles for Practical Nursing Leadership

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Coordination in Human-Agent-Robot Teamwork

Coordination in Human-Agent-Robot Teamwork | TeamWork-SAGA |

Coordination is an essential ingredient of a teamwork-centered approach to autonomy.

In this paper, the authors discuss some of the challenges and requirements for successful coordination, and briefly how they have used KAoS HARTservices to support coordination in a multi-team human-robot field exercise...

Teamwork-Centered Autonomy

Planning technologies for intelligent systems often take an autonomy-centered approach, with representations,mechanisms, and algorithms that have been designed to accept a set of goals, and to generate and execute a complete plan in the most efficient and sound fashion possible.

While this approach may be the best choice for situations where it is impractical or impossible for humans to provide close supervision of the intelligent system, it is not sufficient for the increasing number of applications that require close and continuous interaction with people and with other autonomous components...

Understanding Coordination The Challenge of Human-Agent Coordination

Requirements for Effective Coordination

• Interpredictability

• Common ground

• Directability

Team Composition
The available team members consisted of two humans and five robots. The humans were to play distinct roles. One was the “Commander” who was to establishingsubteams and manage the overall search process.

Relying on a combined speech and graphical interface the Commander operated remotely without direct sight of the area of operation.

The second human played the role of“Lieutenant.” The Lieutenant would be assigned to a team just like the robots and he worked in the field generally alongside and in sight of them.

He wore a backpack that carried a laptop to provide a similar speech and visual interface as the Commander’s, through a head mounted display...

The Coordinated Operations Exercise
Mission Scenario
Consider a scenario in which an intruder must be discovered and
apprehended on a cluttered Navy pier. 

To support the search, you can draw on the abilities of an additional human and five robots.

While there are plenty of issues to address including robot capabilities, sensor limitations, and localization, we focused on the coordination aspects of the task.

The task was We specifically designed  to have more robots than a single individual could easily handle by teleoperation. It was also made sure the scenario included more than one human, since this provides its own challenges..

Mission Execution
The Commander must first secure the area boundaries, and forms two subteams to block the two possible avenues of escape.

Using natural language, the Commander composed two teams and assigned leaders for each of them.

One team (Team Alpha) was fully robotic, two robots with one assigned as the leader.

The other team (Team Bravo) was mixed, two robots with the Lieutenant assigned to lead.

Acknowledgement policies provided useful feedback to the Commander that teams had been successfully formed, since there was no external indication of the fact.

The Commander next defined an area of interest on his display and tasked each team to secure a particular side.

After issuing the commands, the Commander dynamically created an obligation policy through speech to be notified by the team leaders when each team was in position.

Once in position, the coordination policy took effect and the robot team leader reported.

The boundaries having been made secure, the Commander directed each team to begin a search of the area.

The autonomous team began to search under the direction of its robotic team leader.

The Lieutenant used natural language to direct his team for the search.

When the intruder was found by a robot, the appropriate team leader was informed according to existing coordination policies.

To apprehend the intruder, the Lieutenant tried to use the tBot, a robot not currently assigned to his team.

The coordination services enforced the chain of command and prevented the action. The Lieutenant then proceeded through the policy-required chain of command to acquire permission—i.e., he asked the Commander.

The Commander dynamically assigned the tBot to the Lieutenant’s team. The Lieutenant was now authorized to make use of the tBot, and the apprehension was successful.

Notice that the dynamic assignment of an agent to a certain group automatically brought with it all of that group’s extant regulatory structure, including the authority for that group’s leader to give orders to his charges...

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Benjamin Voyer on the psychology of teamwork

Benjamin Voyer on the psychology of teamwork | TeamWork-SAGA |

§ How would you describe the psychology of teamwork?

The study of teamwork began with the emergence of social psychology and an interest in how groups behave, particularly as against another group. This is the idea of having an “in group” that you’re a member of and that becomes part of your social identity, and then the “out group” against which you discriminate and define yourself. It has developed into its own field of organisational psychology.

Teams don’t always do better than individuals, but there is a Helen Keller quote I particularly like: “Alone we can do so little; together we can do so much.” This summarises the trade-off. 

§ But things can go wrong?

Yes. Power plays a big role... You can attribute most of what goes wrong in medical units to dysfunction in the team.

§ So someone always leads a team?

Yes. There are basically two styles of leadership—democratic and autocratic...

§ Is there a gender issue?

Yes. All the studies done on gender differences in leadership suggest that women have a more democratic style of leadership and men a more autocratic style. It has to do with the way we socialise and educate people....

§ So you’re less likely to be a good team player?

Possibly. For both men and women power increases independent self-construal. But power also increases interdependent self-construal for women whereas it decreases that for men. So, men will be more autocratic (this does not mean bullying here)...

§ What makes things go wrong?

There are two big phenomena. One is “group think”—when the group develops its own mind, so that group members stop being critical. The Challenger disaster is a good example of this....

The other thing that can go wrong is “group polarisation” or “group shift”. Sometimes when you put people in a team they take a more extreme decision than they would have taken individually, either more conservative or more adventurous....

§ Is that because people feel less culpable if the culpability is spread?

There is a diffusion of responsibility, yes. The optimal number of people in a team is five. If you have large teams of 10 or 12, people don’t have the same impression of accountability...

§ What about the group turning a blind eye, as with the BBC and Jimmy Saville?

When something goes wrong in teams the “we” goes and the “I” comes back as people try to save their own face. Very few people try to save the whole team’s face.

§ Doesn’t that mean you were never part of the team anyway—you were just serving your own advantage?

There are cross-cultural differences. In the West the default is the individual, but in China or Japan the group is the default unit...

§ So how do you form a good team?

Well, it should be as small as possible, the team should have clear boundaries about membership, members should be chosen for their task skills and interpersonal skills and you have to choose a team with a high probability of developing cohesion.

§ Easy.

As a team member you need to develop the ability to see the perspective of the other...


BENJAMIN VOYER is a marketing and psychology professor at ESCP Europe Business School in London and the London School of Economics. He is an associate fellow of the British Psychological Society and writes widely on teamwork, particularly with respect to health care.

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Teamwork And Performance Under Pressure

Teamwork And Performance Under Pressure | TeamWork-SAGA |

Listen in as Positive Coaching Alliance goes 1-on-1 in interviews with top pro and college players, coaches, executives and other major sports figures who provide tips, tools, information and inspiration for youth and high school sports coaches, parents and student-athletes.

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Feminism Without Borders: Decolonizing Theory, Practicing Solidarit

Feminism Without Borders: Decolonizing Theory, Practicing Solidarit | TeamWork-SAGA |

Bringing together classic and new writings of the trailblazing feminist theorist Chandra Talpade Mohanty, Feminism without Borders addresses some of the most pressing and complex issues facing contemporary feminism.

Forging vital links between daily life and collective action and between theory and pedagogy, Mohanty has been at the vanguard of Third World and international feminist thought and activism for nearly two decades.

This collection highlights the concerns running throughout her pioneering work: the politics of difference and solidarity, decolonizing and democratizing feminist practice, the crossing of borders, and the relation of feminist knowledge and scholarship to organizing and social movements. Mohanty offers here a sustained critique of globalization and urges a reorientation of transnational feminist practice toward anticapitalist struggles.

Feminism without Borders opens with Mohanty's influential critique of western feminism ("Under Western Eyes") and closes with a reconsideration of that piece based on her latest thinking regarding the ways that gender matters in the racial, class, and national formations of globalization.

In between these essays, Mohanty meditates on the lives of women workers at different ends of the global assembly line (in India, the United Kingdom, and the United States); feminist writing on experience, identity, and community; dominant conceptions of multiculturalism and citizenship; and the corporatization of the North American academy.

She considers the evolution of interdisciplinary programs like Women's Studies and Race and Ethnic Studies; pedagogies of accommodation and dissent; and transnational women's movements for grassroots ecological solutions and consumer, health, and reproductive rights.

Mohanty's probing and provocative analyses of key concepts in feminist thought—"home," "sisterhood," "experience," "community"—lead the way toward a feminism without borders, a feminism fully engaged with the realities of a transnational world.

About The Author(s)

Chandra Talpade Mohanty is Professor of Women's Studies at Hamilton College and Core Faculty at the Union Institute and University in Cincinnati. She is coeditor of Feminist Genealogies, Colonial Legacies, Democratic Futures and Third World Women and the Politics of Feminism.

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Classified: Food Bank Exercise Tests Students’ Leadership, Teamwork Skills

Classified: Food Bank Exercise Tests Students’ Leadership, Teamwork Skills | TeamWork-SAGA |

The Wells Fargo room was transformed into a food bank Monday, its tables splayed with packages of pasta, cans of beans, and Vienna sausages.

Stuffing the food into boxes in the shortest amount of time with the least mistakes amidst a frenzy of changing demands and diminishing resources forced undergraduates to adjust leadership styles, rethink roles, and put lessons from Lecturer Frank Schultz’s Leading Strategy Implementation class into action.

Unlike other classroom role-playing exercises, Schultz says, the experiential “Think Now, Bag Later” activity did not depend on students’ acting ability.

“It showed them how they typically behave in organizations and allowed them to better appreciate their strengths and weaknesses in various organizational roles,” he explained.




A team managed by Nicola Roessler, BS 14, packed only seven boxes. She says her team’s downfall was a bottleneck in quality control and resources drying up. “We didn’t have enough kidney beans,” she says.

After the exercise, Schultz asked students if readings and lectures on how organizations work on projects were relevant to what the students experienced.

Did the student teams share resources sequentially, as in an assembly-line style, or reciprocally, where there needs to be more communication and coordination?

Students said the use of good organizational structure and communication could make the more complex, reciprocal relationships simpler and more manageable.

PricewaterhouseCoopers is using the 42 boxes of food stuffed by the students for a food drive to benefit the Berkeley Food and Housing Project, which is researching ways of developing a more efficient way to pack food...

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Teamwork & Collaboration Skills

Teamwork & Collaboration Skills | TeamWork-SAGA |

The ability to work effectively with others on a common task; taking actions which respect the needs and contributions of others; contributing to and accepting the consensus; negotiating a win-win solution to achieve the objectives of the team...

Behavioural indicators include...




Do I Have These Skills?

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Cross-Cultural Training and Teamwork in Healthcare

Cross-Cultural Training and Teamwork in Healthcare | TeamWork-SAGA |

Organizational cultures and subcultures have played vital roles in the quality care of the healthcare industry in both the public and private forms of medical practice and education, leaving opportunity for the integration of principles focused on cross-cultural teamwork.

Cross-Cultural Training and Teamwork in Healthcare explores the complex relationships between patients, physicians, and nurses with different cultural backgrounds.

Integrating theoretical and empirical perspectives on medical teamwork, this book assesses the impact of diverse backgrounds among team members on the quality of care they provide so that medical practitioners, decision-makers, and educators can effectively make use of their cultural differences to provide patients with the best possible care.

➳➳ Table of Contents and List of Contributors ➳➳

Chapter 1
Comparative Analysis of Educational Policies Research  (pages 1-15)
Simona Vasilache, Alina Mihaela Dima

Chapter 2
Multiculturalism and Internationalization of Romanian Universities  (pages 16-33)
Simona Agoston, Katja Lasch

Chapter 3
Harmonization of the Funding Mechanisms in European Universities  (pages 34-56)
Alina Mihaela Dima, Ramona  Cantaragiu

Chapter 4
Teamwork in Medical Organizational Cultures  (pages 58-76)
Simona Vasilache

Chapter 5
Dimensions of Culture in Hospital Teamwork  (pages 77-111)
Anna Rosiek, Krzysztof Leksowski

Chapter 6
Concept and Types of Organizational Cultures of Hospitals  (pages 112-141)
Lukasz Sulkowski, Joanna Sulkowska

Chapter 7
The Role of the Personal Culture in the Management of a Multicultural Team  (pages 142-154)
Tatiana Segal

➳Chapter 8
Communication in a Healthcare Company  (pages 155-180)
Dina Rusnac

Chapter 9
A Multi-Level Analysis of the Change in Teaching Methods in Post-Communist Romania  (pages 181-203)
Oana Gauca

Chapter 10
Internal Communication in EU Project Management in Bucharest University of Economic Studies  (pages 204-244)
Andra Florina Irinca

 Σ Topics Covered
  • Communication
  • Historical Evolution
  • Leadership
  • Medical Education Systems
  • Organizational Behavior
  • Stakeholders’ Involvement
  • Teaching Methods
  • Team Efficiency

Author(s)/Editor(s) Biography

Simona Vasilache, PhD, is an Associate Professor of Cross-Cultural Management and Organizational Behavior at the UNESCO Department for Business Administration, Bucharest University of Economic Studies. Her research interests include: Knowledge Management, Organizational Culture, Organizational Intelligence. She has published over 10 books, 20 chapters in books and 100 research articles, nationally and internationally.

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 A Guide to Incorporating Cultural Competency into Health Professionals’ Education and Training

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Thirteen Tactics for Increasing Teamwork

Thirteen Tactics for Increasing Teamwork | TeamWork-SAGA |

Work teams have ups and downs, opportunities and constraints, and stars and shirkers. 

The following ideas show you how to seize the advantages present in your teams and how to overcome handicaps that plague them. 

  1. Create a teamwork culture...

  1. Start at the top...

  1. Hire team players...

  1. Insist on exceptional internal customer service...

  1. Use teams to interview and select job candidates...

  1. Define teamwork...

  1. Make employees feel like part of the team...

  1. Create teams...

  1. Experiment with self-directed teams...

  1. Serve customers through teams...

  1. Celebrate team victories...

  1. Get tough on those who thwart the teamwork initiative...

  1. Grant special dispensation...

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Lessons from Geese on Teamwork

Lessons from Geese on Teamwork | TeamWork-SAGA |

'Individual empowerment results from quality honking'

Lessons from Geese provides a perfect example of the importance of team work and how it can have a profound and powerful effect on any form of personal or business endeavour.

When we use these five principles in our personal and business life it will help us to foster and encourage a level of passion and energy in ourselves, as well as those who are our friends, associates or team members.

It is essential to remember that teamwork happens inside and outside of business life when it is continually nurtured and encouraged.


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10 Ways To Inspire Your Team

10 Ways To Inspire Your Team | TeamWork-SAGA |

More and more people feel stuck at work and are looking for validation.

Not only do they want to be heard, but more importantly they want to know that their contributions are being noticed and not taken for granted.

Not for the sake of attention, but more so because they want to know that their skill sets are still relevant and useful and that they are making a difference to advance the organizations they serve.

With professional development budget cut-backs in recent years, employees have had to start investing in themselves as concerns grow about where their capabilities best fit in their organizations and what their futures hold.

Leaders must understand that in today’s new workplace, there does not exist a single recipe to encourage employees to perform better.

Rather, it’s about how to maximize the ingredients in order to create hundreds of recipes that are customized and authentic; that provide long-term continuity and impact.

To get you started, here are ten ways to inspire teams to optimally perform.

To get you started, here are ten ways to inspire teams to optimally perform.

1.  Solving, Not Just Selling... 

2.  Purpose, Not Just Profit...

3.  Know the Ingredients, Not Just the Recipe...

4.  Learning, Not Just Lecturing...

5.  Innovation, Not Just Ideation...

6.  Significance, Not Just Success...


7.  Ownership, Not Just Accountability...

8.  Respect, Not Just Recognition...

9.  Personal Growth, Not Just Responsibility...

10.  Trust, Not Just Transparency...

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Teamwork – a matter of balance and insigh

Teamwork – a matter of balance and insigh | TeamWork-SAGA |

Teamwork doesn’t appear magically just because someone mouths the words.

It doesn’t thrive just because of the presence of talent and ambition. It doesn’t flourish simply because a team has tasted success...

Why are some teams better than others — and in particular why do some teams never appear to be successful, no matter how good their membership or how strong their collective will to succeed?

While teamwork and team approaches are often enthusiastically promoted and embraced by principals in schools, we need only a limited experience with teams to appreciate that “collaborative situations are also full of contradictions, competition, and conflicts”.

It may be useful for educational leaders to reflect on situations where the success or failure of a task has been largely dictated by the quality of the interrelationships achieved with other people within the group.

Such interrelationships may be thrust upon us through formal organisational structures of the school or informally through a group of individual teachers wanting to maximise the achievement of a shared goal through the pooling of their expertise.




Margerison and McCann (1995) — developers of Team Management Systems (TMS)—have found that the ‘types of work’ teams must undertake if they to be successful is essentially as follows:

1. Advising: Gathering and reporting information

2. Innovating: Creating and experimenting with ideas

3. Promoting: Exploring and presenting opportunities

4. Developing: Assessing and testing the applicability of new approaches

5. Organising: Establishing and implementing ways of making things work

6. Producing: Concluding and delivering outputs

7. Inspecting: Controlling and auditing the working of systems

8. Maintaining: Upholding and safeguarding standards and processes

9. Linking: Coordinating and integrating the work of others

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Collaboration versus Teamwork

Collaboration versus Teamwork | TeamWork-SAGA |

As much as organisations advertise for “team players”, what would be best are workers who can truly collaborate by connecting to each other in a more balanced manner with all the facets of their lives.

Of course that would mean that the blunt stick of economic consequences would have less overall significance...

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The focus of collaboration is the process. The act of collaboration creates and shapes the work that must be done to finish a project to completion.

As the work progresses the goal is defined. It is more like a living document: it is dynamic and flexible.

The focus of teamwork is the goal, the process is just a means to that end. One person cannot square off against another team and succeed no matter how talented they are.

In teamwork, you need a team.

Collaboration is an intentional act. It is an inter-subjective space (I love this concept. It is the space between subjective and objective, in which we all come together.

It is actually the relationship created by our collaboration. It is as huge as we make it. It is as functional as we work it. It is solely defined by our interaction and relationship.

Here are four key differences between teamwork and collaboration:

Teamwork: Command and control

Collaboration: Creative and flexible

Teamwork: Regulation playbook

Collaboration: Evolves over time

Teamwork: Do what the coach tells you to

Collaboration: Figure out what needs to be done

Teamwork: Crush your opponent

Collaboration: Contribute to the big picture

Maybe this is just a matter of semantics. “Teamwork” really does sound like something you learn in Little League, while “collaboration” feels a bit more more mature.

Author Andrew Campbell thinks there’s more to it than that, and he draws some key distinctions between the competing concepts:

  • Teams are made up of individuals chosen by a leader or manager to work toward a common goal.
  • Collaborators, on the other hand, could be strangers or even competitors.
  • Collaborative groups rarely have a clear leader to resolve differences.
  • Collaborative projects require stricter governance to account for shared risks.
  • Unlike teams, collaborators often have conflicting interests that complicate the process.


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Collaboration defined:  Cross-unit collaboration takes place when people from different units work together in cross-unit teams on a collaboration task or provide significant help to each other. 

Collaboration involves people:

if all that is going on is shipping data back and forth between units, that’s not collaboration. Morten T Hansen, Collaboration.

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▶ Critical Moments: Livesaving Teamwork for a Mother and Baby

Nadiya and Andre Boldware stopped by Medical Center of McKinney to offer their thank you to a team of nurses that helped save Nadiya's and their newborn son's life.

Just eight weeks earlier, Nadiya's delivery was going smoothly until she suffered an amniotic fluid embolism (anaphylactoid syndrome of pregnancy) -- an extremely rare condition.

"We immediately did a C-section. We delivered the baby and revived him, and he did very well. Once we did that, we worked diligently to save the mother's life," said Kim Hatchel, RN, Chief Nursing Officer at Medical Center of McKinney. "The mom was not breathing or having a normal heart rate for 45 minutes."

Nadiya survived.

"Every day she improved, and I needed to see that for my recovery," Andre Boldware said. "Because of the outcome this hospital is a happy place to visit."

Nadiya adds, "I want to thank the staff who dedicated themselves to allow me to experience this moment."

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