Key aspects of effective team building.
How to avoid an internal competition.
When hiring new employee in any department, watch, whether he would become a psychological competitor to someone from employees already available in it.
For departments with close interpersonal communications mutual addition will fit better. It will exclude competition of similarities.
Company's director wants to have strong and efficient high management level. Payment rate itself can not guarantee it. More reliable approach includes psychological measures. Team structure of high management level should be various enough, i.e. cooperation principle should work, and personalities should complement one another. When such team follows the principle of handing over the baton - from putting forward an idea via development steps and initial implementation to regular application - for each of these steps one manager should be responsible. Such kind of roles distribution will pass painless if formal responsibilities will correspond to members personalities.
To hire employees with equal personal profiles can make sense in case of performing similar work, for example sellers, group of security guards, team of designers and so on. Each member in such teams performs the same work, but puts the efforts to different objects. Such divisions, obviously, are characteristic for the bottom level of firm or specialized services. Parallel actions of workers with identical psychological profiles demand a strict regulation of formal character attitudes. Informal contacts between such workers are desirable for reducing to minimal. Otherwise the psychological atmosphere in homogeneous on abilities collective will become more and more heavy. The same poles, as well as everywhere in the nature, repel.
Preserve core types.
Group Type Distribution graph provides information about group psychological development - index of one-sided development of group psychological potential. You easily will see turn to one or another side which can lead to depression or internal intensity.
On the next step you define core type. Core type is a type which remains invariable, no matter what staff rearrangements, or administrative reforms were spent by the head of the organization. It can be 3-6 core types in organization which form base of the team. All other types can be considered as a skin. In case of "skin damage" team can recover easily. However if you remove all representatives even one of core types consequences will appear unpredictable. Certainly, that the head of organization necessarily appears one of core types.
In order to keep company's internal spirit and traditions it is not enough to reproduce administrative structure. It is necessary to have personal profiles of all team members and trace core types. While the core grouping is supported in a constant kind, the organization is stable not only in organizational, but also in psychological attitudes. If you wish to reform group psychology, to break the developed traditions, it is unessential to disperse its personnel structure completely. It is enough to clean representatives of its several core types that will lead to fast loss of internal communicative stability and its opening to sweeping changes. And on the contrary, if you want new divisions of your firm would keep on the same traditions, as the proved structure, take care of core types proportions would enter into it. This is the most reliable method of expanding quantitative structure of the staffs without loss of its psychological quality.
Radial Graph for team building.
According to common method, all members of a team should know the personality types of each other. It allows to define effective cooperation between team members and to raise an overall performance. The behavior and working qualities of people having identical personality type according to Jung typology can differ essentially. Therefore it is important to estimate behavior of the person in 5 categories describing working qualities. Radial graph is for it. Radial graph represents total parameters of behavior. These parameters grouped into 5 categories:
- Leadership : Assurance, Power, Resourcefulness, Visionary
- Communication: Extraversion, Communication, Sociability
- Empathy: Empathy and Sociability
- Diligence: Conscientiousness, Self-control.
The important stage for team building is definition of compatibility among team members. Radar allows to allocate qualities which are developed to the same extent, and also those qualities which differ. In accordance with it manager can distribute functional duties.
Personality Test Analyzer