ColleCtive PerformanCe

from groupwork to teamwork


A bunch of people working together is not necessarily a teamN.onM-fuancntiyonallow performance issues in organizations have their cause in the dynamics of poor teamwork practices. For instance, something quite usual as not sharing information in project management or using information for privative matters, is normally a sign that personal goals are put before common goals. Unclear goals and hidden agendas produce lack of trust, which deeply affects team performance, and even the team’s existence.


Highly effective teams share some common traits that go beyond performance reengineering issues, time management or process redesign: they truly share a clear common goal and its members subordinate, either in an explicit or tacit manner, their personal wins and agendas to those of the team. This implies having open communication among team members, which fosters trust, the foundation of effective teamwork. High performance teams challenge the rules of arithmetic. 

1+1 turns different results:

1+1 equals 1 portrays the team spirit foundation, in which each member is accountable for the common performance,

1+1 equals  3 portrays the team synergy outcome, in which the team’s result is higher than the sum of the results of its members. 


  • Re-build high performance teams from strong attitude foundations
  • ƒƒImproved team effectiveness 
  • ƒƒImproved decision making through
  • consensus rules ƒƒHigher team synergies 



  • ƒƒIdentify the Actual Concrete Situation of the team to diagnose the cause of poor team performance.
  • ƒƒHave a shared definition of common goals and overcome personal agendas.
  • ƒƒImprove team communication, either one- to-one or in meetings, which builds trust among team members.