What Are The Four Dimensions Of Team Interaction

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Register to read the introduction… Quality of Team Interaction. The quality of a team’s interaction is based on its awareness of their actual versus desired experience. Based on previous research done, team interaction is captured in four major dimensions: Diverging, Converging, Power and Influence and Openness. The nontask or Diverging dimension of tem interaction is defined as the extent to which a team is engaged in valuing/connecting with one another and where team members have the freedom to be individuals who can relate to all members. This interaction is driven by the desire to build healthy relationships and includes five aspects of team interaction: Engagement, Active Listening, Individuality, Relationality and Solidarity. The Converging dimension is defined as the extent to which the team engages in decisions and is driven by agendas or directions. This interaction is task or purpose focused. The Converging dimension of team interaction is experienced as those that help the team accomplish a goal or objective and includes: Understanding, Action, and Planning. A team’s Power and Influence dimension of team interaction is defined as the extent to which members of the team have equal ability and opportunity to influence and contribute. Finally, the Openness dimension is defined as the extent to which members focus on issues or ideas that are of interest or concern to individual members or to the group as a whole whether or not if they are related to the task. Figure 1 below illustrates an example of the mapping of one team’s quality of interactions based on the previously explicated dimensions. The blue line represents the team’s actual state and the red line signifies its desired state at that point in time. The overall quality of the team’s interaction is reflected in the alignment between the actual and desired …show more content…
Of particular note is that team leaders mentioned the vast difference of how the teams functioned after their experience of the team coaching session often highlighting that as the high point experience in their training program. Developing High Impact Teams Using the TLI for the past 10 years in domestic and international organizations as well as educational institutions coupled with team coaching have demonstrated that such a method can help facilitate team learning and development. The interaction and capacity mappings help to provide a roadmap for how they can develop to become a high impact team through a process using the TLI. Through use of the Team Learning Inventory (TLI) a structured, valid, and reliable approach is possible since it provides a: 1) a method to measure and map team interaction in an easily understandable way; 2) a common language to enhance member communication in order to relate to the complexity of team work; 3) immediate (or just-in-time feedback) of the team’s present and ideal future states (i.e., actual and desired); and 4) to generate knowledge and skills for team leadership and membership. Such a structured process involving measures of interaction and capacities while also engaging in well-developed team coaching process could help teams develop and become high impact teams. Summary and Conclusion A major contribution of this entry is the possibility for teams to use a structured methodology as a way to develop to become high performing teams. To date, there are no other empirically tested and validated team-level measures that capture the experience of team interaction (along its four dimensions) and the assessment of team capacities (both

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