Editing Teamwork (section)

== Training to improve teamwork ==
Teamwork and performance can be enhanced through specific training that targets individual team members and the team as a whole.<ref name="SalasCookeRosen20083" /> Bruce Tuckman proposed a team developmental model that separated the stages of a team's lifespan and the level of teamwork for each stage:<ref>{{multiref2
|1={{Cite journal|last=Tuckman|first=Bruce|year=1965|title=Developmental Sequence in Small Groups|journal=Psychological Bulletin|volume=63|issue=6|pages=384–399|doi=10.1037/h0022100|pmid=14314073|s2cid=10356275 }}
|2={{Cite book|title=The High Performance Enterprise: Reinventing the People Side of Your Business|last1=Neusch|first1=Donna|last2=Siebenaler|first2=Alan|publisher=John Wiley & Sons|year=1998|isbn=978-0939246298|pages=[https://archive.org/details/highperformancee00neus/page/135 135]–177|url=https://archive.org/details/highperformancee00neus|url-access=registration}} }}</ref>
# '''Forming'''
#* This stage is described by approach/avoidance issues, as well as internal conflicts about being independent vs. wanting to be a part of the team.
#* Team members usually tend to 'play it safe' and minimize their risk-taking in case something goes wrong.
#* Teamwork in this stage is at its lowest levels.
# '''Storming'''
#* The second stage is characterized by a competition for power and authority, which is the source of most of the conflicts and doubts about the success of the team.
#* If teamwork is low in this stage, it is very unlikely that the team will get past their conflicts. If there is a high degree of teamwork and willingness to collaborate, then the team might have a brighter future.
# '''Norming'''
#* The third stage is characterized by increasing levels of [[solidarity]], interdependence, and cohesiveness, while simultaneously making an effort to adjust to the team environment.
#* This stage shows much higher levels of teamwork that make it easier for the above characteristics to occur.
# '''Performing'''
#* This final stage of team development includes a comfortable environment in which team members are effectively completing tasks in an interdependent and cohesive manner.
#* This stage is characterized by the highest levels of comfort, success, interdependence, and maturity, and therefore includes the highest levels of teamwork.

===Enhancing teamwork===
One way organizational psychologists measure teamwork is through the Knowledge, Skills, and Abilities (KSA) Teamwork Test.<ref>{{Cite journal|last1=Stevens|first1=Michael|last2=Campion|first2=Michael|year=1994|title=The Knowledge, Skill, and Ability Requirements for Teamwork: Implications of Human Resource Management|journal=Journal of Management|volume=20|issue=2|pages=503–530|doi=10.1177/014920639402000210|s2cid=220584820}}</ref> This test was developed by Michael Stevens and Michael Campion in 1994. It assesses people who want to join a team by measuring 14 KSA requirements for teamwork, especially within formal teams. The test has two main categories: Interpersonal KSAs that contain items such as Conflict Resolution and Communication, and Self-Management KSAs that include items such as Goal Setting and Task Coordination.

Teamwork can be enhanced through team development interventions (TDIs) such as leadership training, team training, team debriefing, and team building.<ref>{{Cite journal |last1=Lacerenza |first1=Christina N. |last2=Marlow |first2=Shannon L. |last3=Tannenbaum |first3=Scott I. |last4=Salas |first4=Eduardo |date=2018 |title=Team development interventions: Evidence-based approaches for improving teamwork. |journal=American Psychologist |language=en |volume=73 |issue=4 |pages=517–531 |doi=10.1037/amp0000295 |pmid=29792465 |issn=1935-990X|doi-access=free |bibcode=2018AmPsy..73..517L }}</ref> These TDIs improve communication, coordination, cooperation, and conflict management within teams.<ref>{{Cite journal |last1=Salas |first1=Eduardo |last2=Shuffler |first2=Marissa L. |last3=Thayer |first3=Amanda L. |last4=Bedwell |first4=Wendy L. |last5=Lazzara |first5=Elizabeth H. |date=2015 |title=Understanding and Improving Teamwork in Organizations: A Scientifically Based Practical Guide |url=https://onlinelibrary.wiley.com/doi/10.1002/hrm.21628 |journal=Human Resource Management |language=en |volume=54 |issue=4 |pages=599–622 |doi=10.1002/hrm.21628 |issn=0090-4848|url-access=subscription }}</ref> Promoting a sense of community among the team members through efforts such as group events also contributes to the enhancement of teamwork.<ref name=":2">{{Cite journal |last1=Gratton |first1=Lynda |last2=Erickson |first2=Tamara J |date=2007-11-01 |title=8 ways to build collaborative teams |url=https://europepmc.org/article/med/18159790 |journal=Harvard Business Review |volume=85 |issue=11 |pages=100–9, 153 |issn=0017-8012 |pmid=18159790}}</ref>

=== Leadership and teamwork ===
Leaders should establish trust with their teams and provide mutual encouragement to support the success of teams.<ref name=":5">{{Cite journal |last=Sohmen |first=Victor |date=2015 |title=Leadership and Teamwork: Two Sides of the Same Coin |url=http://rgdoi.net/10.13140/RG.2.1.4241.7766 |journal=Journal of IT and Economic Development. |language=en |doi=10.13140/RG.2.1.4241.7766}}</ref> Leaders can model collaborative behavior to demonstrate effective teamwork to their teams. Team leaders should be both task- and relationship-oriented to facilitate relationships that enhance teamwork.<ref name=":2" /> Leaders should ensure that the team member identify and understand their roles and responsibilities within the team.<ref name=":5" /> A successful team aligns it objectives with the organization’s vision and goals. Leaders are responsible for inspiring and motivating teams to facilitate the alignment of their objectives with those of the organization.<ref>{{Cite journal |last1=Wee |first1=Kian-Ping |last2=Wee |first2=Hui-Min |last3=Huang |first3=Wen Chang |date=2006 |title=Organizational leadership and its relative influences |url=http://www.tandfonline.com/doi/abs/10.1080/02522667.2006.10699689 |journal=Journal of Information and Optimization Sciences |language=en |volume=27 |issue=1 |pages=241–248 |doi=10.1080/02522667.2006.10699689 |issn=0252-2667|url-access=subscription }}</ref>