Team culture and innovation
The culture of an organization represents a very well combined set of goals, functions, processes, practices, values, attitudes, assumptions, etc.
The organizations culture takes time to build and consolidate itself, and perhaps for this reason when we want its change we face a range of obstacles despite the time of acculturation of a company does not have of course the same meaning that would have a few years ago.
Because we see change with a high speed we easily perceive that the culture of a generation evolves rapidly in their contours, while the nuclear aspects can remain stable.
The median longevity of companies also changed, giving rise to many episodes of short duration. For example, only about ten percent of entrepreneurs who engage in arena, survive.
This way we can watch the many attacks on culture and organizations that cause significant changes in the boundaries of employment relationships, particularly in building teams.
Within a generation of job is easy to recognize the effects of social changes in the forms of production and on the needs of the employees of an organization.
What would be a good leader yesterday, only will be today, if himself has accompanied the transformation of culture.
However, despite all this processing in the characterization of companies, there are some “heads” and intermediate hierarchies that seem to want to remain insensitive to change and it is at these levels that a leader or a Manager will spend much of their energies.
A leader to conquer people with whom he works needs lots of cunning and persuasion.
One of the big problems that organizations have in a change process of the company’s culture is the difficulty experienced in building teams, i.e., when the change of culture implies more collaborative work as a team, the resistance may increase.
So how can we facilitate the development of a team’s culture?
In an environment of teamwork, people understand and believe that the thinking, planning, decisions and actions are best when made collaboratively. However, in order for members of the teams can achieve a true level of cooperation and because it means almost always change, we need:
-That people understand “why the change” in strategy or culture.
-Be aware that changing an organization requires the transfer of some resources to other areas.
-Want to make the change.
-Change the internal politics of the organization.
Building a team culture implies therefore also an assessment of the potential of all elements of the organization in order to facilitate the best possible combination of existing resources and/or to integrate new.
An evaluation process allows understanding some behavioral trends, needs and motivational factors, as well as abilities or competences. When evaluating the strengths and weaknesses of the team members, the organizations are capable of managing talents and easily they can manage energy, to develop the team projects with speed and efficiency they want.
The culture is seen as a whole, which is different from the sum of the parts. It is not the sum, but the combination of vision and values, which enables the creation of a culture.
The culture of a team is made by collaborators who share common practices, but where each one influences the whole through their perceptions of the environment in which he is involved.
The culture of a team goes through the real knowledge of energy that this team is capable of producing. The notion of team’s culture is especially more relevant at a time when three generations are living together in teams and organizations. Among different generations there are significant differences in values and trends.
While the older generation, or much of it, refuses to accept the change, generation X, is completely squashed between it and the later generation, which presents itself in teams with an unwavering trust, and complaining about the attention to itself.
Organizations must find a balance, not a balance of “good manners”, but balance that is the result of knowledge, talent and experience of all generations.
Organizations should encourage innovation through a culture of interdisciplinary teams of project where employees can feel with trust.
The ideal culture profile created by the organization indicates that the requirement is for a team style that involves Motivator, Innovator and Networker type roles. Such a team will:
· Inspire others with its enthusiasm.
· Promote the organization.
· Seek challenging assignments.
· Boost the morale of the team.
· Motivate and encourage others to achieve results.
· Want variety and change.
· Question the status quo.
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