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Teams on the Closeness Pole

Teams, which shape their behaviour patterns in such a way that primarily the closeness needs of the employees are satisfied, often appear like this to the observer:

• The separation from other teams and parts of the organisation are very much in the foreground. You wish to be amongst yourselves and reduce the contact to the outside, or you keep it firmly on an objective, sober basis.
• The team undertakes much together, sometimes also privately. Meetings are humorous and you laugh together. You celebrate together. You stand by each other, even in difficult situations.
• Sincere, open and loving interactions are the rule.
• Where there is pressure or errors, loyalty will be sworn and much energy is mobilised for the cohesion.

To enable all this, there are many shared team norms, rules and values. At the same time, the danger of being excluded or becoming the scape goat increases if someone does not adapt to this style. Distance-orientated people, understandably, find it difficult in such teams. It also becomes tricky when, for functional reasons, criticism is necessary.

For the organisation, this team behaviour pattern has the disadvantage that it is often difficult to transfer members from this team or to introduce new ones to it. In addition, such teams easily trigger rivalry with other teams. Though there is a high level of motivation due to the team climate, increased performance ability does not necessarily accompany this, because much time and energy is given to the cultivation of closeness.