Cohesiveness: Getting the Team Spirit


One obvious determinant of any group’s structure is its cohesiveness—the strength of group members’ desires to remain part of their group. Highly cohesive work groups are ones in which the members are attracted to one another, accept the group’s goals, and help work toward meeting them. In very uncohesive groups, the members dislike each other and may even work at cross-purposes. In essence, coheviseness refers to a we-feeling an esprit de corps, a sense of belonging to a group.

Several important factors have been shown to influence the extent to which group members tend to “stick together.” One such factor involves the severity of initiation into the group. The greater the difficulty people overcome to become a member of a group, the more cohesive the group will be. To understand this, consider how highly cohesive certain group may be that you have worked hard to join. Was it particularly difficult to “make the cut” on your sports team? The rigorous requirements for gaining entry into elite groups, such as the most prestegious medical schools and military training schools, may well be responsible for the high degree of camaraderie found in such groups. Having “passed the test” tends to keep individuals together and separates them from those who are unwilling or unable to “pay the price” of admission.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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The Group and the Team


When interacting in a common cause, people can become a cohesive group. Understanding one another as individuals, being consciously sensitive to one another, and knowing how to aapt to individual peculiarities are what make a functioning group that will hold together. Common regard and the psychological benefits that group members derive from the association make group activity desirable and reasonable to achieve. Such a group, however, is not a team.

 A team is built primarily on the technical capabilities of its members working in pursuit of specific goals, only secondarily on attraction among the members as individuals.. the members of a team must be able to tolerate one another enough to work closely together. Beyond this, all the members must be committed to a common goal and the same set of procedures for achieving that goal.

 An athletic team does not wqin a game because the bunbers like to be together. It wins because it plays smart, knows how to play the game better than the opposition, avoids unnecessary errors, and pulls together as a coordinated unit. Camaraderie may grow out of mutual respect for one another’s abilities, but this is usually the result, not the purpose, of the team. Most certainly it is not the mechanism that makes the team succeed. The overall goal of a team is to win, and every member keeps this firmly in mind. But when you analyze how a game is won, you discover that it happens because all the players know what to do and how to coordinate their efforts.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight