Team Culture
A Team Culture is a culture for a team.
- See: Inspired Team.
References
2014
- (Grace et al., 2014) ⇒ Rachel Willard-Grace, Danielle Hessler, Elizabeth Rogers, Kate Dubé, Thomas Bodenheimer, and Kevin Grumbach. (2014). “Team Structure and Culture Are Associated with Lower Burnout in Primary Care.” The Journal of the American Board of Family Medicine 27, no. 2
- ABSTRACT:
- Purpose: Burnout is a threat to the primary care workforce. We investigated the relationship between team structure, team culture, and emotional exhaustion of clinicians and staff in primary care practices.
- Methods: We surveyed 231 clinicians and 280 staff members of 10 public and 6 university-run primary care clinics in San Francisco in 2012. Predictor variables included team structure, such as working in a tight teamlet, and perception of team culture. The outcome variable was the Maslach emotional exhaustion scale. Generalized estimation equation models were used to account for clustering at the clinic level.
- Results: Working in a tight team structure and perceptions of a greater team culture were associated with less clinician exhaustion. Team structure and team culture interacted to predict exhaustion: among clinicians reporting low team culture, team structure seemed to have little effect on exhaustion, whereas among clinicians reporting high team culture, tighter team structure was associated with less exhaustion. Greater team culture was associated with less exhaustion among staff. However, unlike for clinicians, team structure failed to predict exhaustion among staff.
- Conclusions: Fostering team culture may be an important strategy to protect against exhaustion in primary care and enhance the benefit of tight team structures.
- ABSTRACT:
2010
- (Schroeder, 2010) ⇒ Peter J. Schroeder. (2010). “Changing Team Culture: The Perspectives of Ten Successful Head Coaches.” Journal of Sport Behavior 33, no. 1
- QUOTE: ... Research on coaching has offered many such tactics for coaches. Much of the coaching psychology literature has focused on leadership, team cohesion, communication, and motivation (e.g.,; Chelladuari, 2005; Duda & Balaguer, 2007; LaVoi, 2007; Widmeyer, Brawley & Carron, 2002). In contrast, very little research has examined the symbolic or interpretive elements of coaching. Yet Martens (1987) contends that the essence of coaching is developing a "team culture" (p. 33) or a social and psychological environment that maximizes a team's ability to achieve success. In fact, several coaches have identified team culture as a key to their teams' success (Anderson, 2007; Thamel, 2005; Voight & Carroll, 2006; Whiteside, 2004) because it creates an environment in which all members, "think alike, talk alike, and act alike so they can support and reinforce the best in one another" (Voight & Carroll, p. 324). Despite this, few studies have examined team culture nor how team culture can be changed.
There is, however, a large body of research studying the organizational cultures of large corporations and educational institutions (Dension, Haaland & Goelzer, 2004; Kotter & Heskett, 1992; Smart & St. John, 1996; Xenikou & Simosi, 2006). Many researchers are "convinced of the link between culture and performance" (Rollins & Roberts, 1998, p.6) because it improves the clarity of work and workers' self-esteem (Deal & Kennedy, 1982; Kotter & Heskett; Oden, 1997). While others are skeptical that such findings can be generalized (Wilderon, Glunk & Maslowski, 2000), the research does provide a framework for investigating team culture and how team culture might be changed. Thus, this study used the organizational culture perspective to examine the degree to which team improvement featured a change in team culture. In addition, the study sought to identify the leader actions that facilitated team culture change. ...
- QUOTE: ... Research on coaching has offered many such tactics for coaches. Much of the coaching psychology literature has focused on leadership, team cohesion, communication, and motivation (e.g.,; Chelladuari, 2005; Duda & Balaguer, 2007; LaVoi, 2007; Widmeyer, Brawley & Carron, 2002). In contrast, very little research has examined the symbolic or interpretive elements of coaching. Yet Martens (1987) contends that the essence of coaching is developing a "team culture" (p. 33) or a social and psychological environment that maximizes a team's ability to achieve success. In fact, several coaches have identified team culture as a key to their teams' success (Anderson, 2007; Thamel, 2005; Voight & Carroll, 2006; Whiteside, 2004) because it creates an environment in which all members, "think alike, talk alike, and act alike so they can support and reinforce the best in one another" (Voight & Carroll, p. 324). Despite this, few studies have examined team culture nor how team culture can be changed.