Guiding Processes of Team Dynamics
In most theory formations, teams are understood as an event – group dynamic(!). Thus, the research situation in this area is moving very much towards a meta-theoretical process approach. How groups/teams form, sustain themselves and fall apart, how they regulate entry and exit, how they develop, how they arrive at binding communalities and combine the forces of the members – the wealth of literature and volume of model formations to these questions is enormous.
The considerations introduced here also apply to teams (in organisations), as regards the orientation towards decisions about mutually exclusive alternatives. ‘Communication amongst those Present’ (A. Kieserling) is a good title for the fact that teams, as a core process, shape relationships, which arise from the immediate relatedness with each other. Repeated encounters lead to relationship patterns. And these relationship patterns can, with the developed guiding distinction presented here, be described in such a way that it does justice to the model of diversity in teams, their very differing ways of being successful and their various conflict positions. In particular, thinking in decision-making processes gives the possibility of not measuring teams by means of a norm and their criteria (top teams) but to examine, individually with each team, benefits and disadvantages of their patterns.