Non-psychological models relevant to team dynamics
In addition, there are many other models that have an important bearing on team dynamics and performance, but are not typically included in definitions of group dynamics. These include:
- Models of organisational culture, such as Hofstede which considers five cultural factors: power distance, uncertainty avoidance, individualism/collectivism, masculine/feminine, and short-term/long-term focus.
- General leadership and management processes, such as performance management, appraisal, reward/recognition, and individual leadership or management practices (e.g. Situational Leadership).
- Methodologies for different aspects of team functioning, such as project management (e.g. Prince2), business process reengineering (e.g. LEAN), collective problem solving, running meetings, information sharing, communication, desk instructions, etc.
- Various types of organisational structure, including hierarchical, functional, matrix, network, cross-functional teams, working parties, etc.
- Stakeholder models, including governance structure, customer forums and feedback, representative groups (e.g. unions), etc.
These are relevant to team dynamics because they can all have a hidden but significant impact on the way a team interacts and performs.