Projects require that people work together, so teamwork has become an important concept in organizations. Effective teams are an intermediary goal towards getting good, sustainable results. Industry has seen increasing efforts through training and cross-training to help people to work together more effectively and to accomplish shared goals, whether colleagues are present or absent.

[Ref missing] revealed that Americans think that ‘being a team player’ was the most important factor in getting ahead in the workplace. This was ranked higher than several factors, including ‘merit and performance’, ‘leadership skills’, ‘intelligence’, ‘making money for the organization’ and ‘long hours’.Aside from any required technical proficiency, a wide variety of social skills are desirable for successful teamwork, including:

* Listening – it is important to listen to other people’s ideas. When people are allowed to freely express their ideas, these initial ideas will produce other ideas.

* Questioning – it is important to ask questions, interact, and discuss the objectives of the team.

* Persuading – individuals are encouraged to exchange, defend, and then to ultimately rethink their ideas.

* Respecting – it is important to treat others with respect and to support their ideas.

* Helping – it is crucial to help one’s coworkers, which is the general theme of teamwork.

* Sharing – it is important to share with the team to create an environment of teamwork.

* Participating – all members of the team are encouraged to participate in the team.

* Communication – For a team to work effectively it is essential team members acquire communication skills and use effective communication channels between one another e.g. using email, viral communication, group meetings and so on. This will enable team members of the group to work together and achieve the teams purpose and goals.

The forming-storming-norming-performing model takes the team through four stages of team development and maps quite well on to many project management life cycle models, such as initiation – definition – planning – realisation.

As teams grow larger, the skills and methods that people require grow as more ideas are expressed freely. Managers must use these to create or maintain a spirit of teamwork change. The intimacy of a small group is lost, and the opportunity for misinformation and disruptive rumors grows. Managers find that communication methods that once worked well are impractical with so many people to lead. Specifically, leaders might encounter difficulties based on Daglow’s Law of Team Dynamics: “Small teams are informed. Big teams infer.”

also there is a laso theory from 1998 which states that teams wo (1993) basing on his research proposed nine roles that successful teams should have:

Coordinator

This person will have a clear view of the team objectives and will be skilled at inviting the contribution of team members in achieving these, rather than just pushing his or her own view. The coordinator (or chairperson) is selfdisciplined and applies this discipline to the team. They are confident and mature, and will summarise the view of the group and will be prepared to take a decision on the basis of this.

Shaper

The shaper is full of drive to make things happen and get things going. In doing this they are quite happy to push their own views forward, do not mind being challenged and are always ready to challenge others. The shaper looks for the pattern in discussions and tries to pull things together into something feasible which the team can then get to work on.

Plant

This member is the one who is most likely to come out with original ideas and challenge the traditional way of thinking about things. Sometimes they become so imaginative and creative that the team cannot see the relevance of what they are saying. However, without the plant to scatter the seeds of new ideas the team will often find it difficult to make any headway. The plant’s strength is in providing major new insights and ideas for changes in direction and not in contributing to the detail of what needs to be done.

Resource investigator

The resource investigator is the group member with the strongest contacts and networks, and is excellent at bringing in information and support from the outside. This member can be very enthusiastic in pursuit of the team’s goals, but cannot always sustain this enthusiasm.

Implementer

The individual who is a company worker is well organised and effective at turning big ideas into manageable tasks and plans that can be achieved. Such individuals are both logical and disciplined in their approach. They are hardworking and methodical but may have some difficulty in being flexible.

Team worker

The team worker is the one who is most aware of the others in the team, their needs and their concerns. They are sensitive and supportive of other people’s efforts, and try to promote harmony and reduce conflict. Team workers are particularly important when the team is experiencing a stressful or difficult period.

Completer

As the title suggests, the completer is the one who drives the deadlines and makes sure they are achieved. The completer usually communicates a sense of urgency which galvanises other team members into action. They are conscientious and effective at checking the details, which is a vital contribution, but sometimes get ‘bogged down’ in them.

Monitor evaluator

The monitor evaluator is good at seeing all the options. They have a strategic perspective and can judge situations accurately. The monitor evaluator can be overcritical and is not usually good at inspiring and encouraging others.

Specialist

This person provides specialist skills and knowledge and has a dedicated and single-minded approach. They can adopt a very narrow perspective and sometimes fail to see the whole picture.

Finisher

A person who sticks to deadline and likes to get on with things. Will probably be irritated by the more relaxed member of the team. There is a range of debates concerned with the negative features of teamworking. The move to teamwork in industry and services has led to a greater amount of peer pressure, performance management, and stress. Management control is seen by critics to be reinvigorated by transferring the disciplinary dimension of management to employees and team members themselves. There are studies showing how team members pressure each other into working harder or simply conforming, even if this entails working less, drinking, etc. for the sake of team solidarity. The literature goes into questions of bullying and of surveillance. (See Phil Garrahan and Paul Stewart The Nissan Enigma Chapter 4 published by Mansell in London – 1992). This had led to a debate on the regulation of teamworking and the need to establish rules and procedures regarding its development and boundaries.

Competition is stressful, bad for well being, self aggrandisement ….

Co-operation: camaraderie, win-win, stressfree, inner peace. Co-operation not at the expense of individual creativity….