Editing Team building (section)

== Effect on performance ==
Team building has been scientifically shown to positively affect team effectiveness.<ref>{{cite journal |author= Shuffler, M. L., DiazGranados, D., & Salas, E. |year=2011 |doi= 10.1177/0963721411422054 |title= There's a Science for That: Team Development Interventions in Organizations|journal= Current Directions in Psychological Science|volume= 20|issue=6|pages= 365–372|s2cid=145635591 }}</ref> Goal setting and role clarification were shown to have impact on [[Cognitive behavioral therapy|cognitive]], [[Affect (psychology)|affective]], [[Business process|process]] and [[Performance appraisal|performance]] outcomes. They had the most powerful impact on affective and process outcomes, which implies that team building can help benefit teams experiencing issues with [[negative affect]], such as lack of cohesion or [[Lack of trust|trust]]. It could also improve teams suffering from process issues, such as lack of clarification in roles.<ref name="Klein et al. 2009"/>

[[Goal setting]] and role clarification have the greatest impact because they enhance motivation, reduce conflict<ref>{{cite journal |author= Locke, E. A., & Latham, G. P. |year=2002 |title= Building a practically useful theory of goal setting and task motivation: a 35 year odyssey |journal= American Psychologist |volume= 57 |issue=9 |pages= 705–717 |pmid= 12237980 |doi=10.1037/0003-066x.57.9.705|citeseerx=10.1.1.126.9922 }}</ref> and help to set individual purposes, goals and motivation.

Teams with 10 or more members appear to benefit the most from team building. This is attributed to larger teams having – generally speaking – a greater reservoir of cognitive resources and capabilities than smaller teams.<ref>{{cite journal |author= Halebian, J., & Finkelstein, S. |year=1993 |title= Top management team size, CEO dominance, and firm performance: The moderating roles of environmental turbulence and discretion |journal= Academy of Management Journal |volume= 36 |issue=4 |pages= 844–863 |doi= 10.2307/256761 |jstor= 256761}}</ref>