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Model for Effective Team Functioning

Working together is difficult . For the project group as a whole and for the project leader in particular. Tiny Vinke, Marie-José Mineur and Abe Meininger developed the M odel for E ffective T eamfunctioning. Managers can use this model to make an analysis of the team's performance and adjust it if necessary. The model is also useful for project teams.

There is effective cooperation if results are achieved in a good way. For this, the MET model mentions five basic conditions that are closely related.

- clear goals
- an effective and efficient task and role division
- open communication and good culture
- clear working arrangements and protocols
- team members who feel responsible for achieving the goals

The goals of the partnership

For successful cooperation it is important that you agree on the goal of that cooperation. In a project team that is not always clear for everyone involved. Why do we really want to increase the low threshold in this group practice? Keep it concrete, it is clarifying and inspiring: 'We want to improve the service by ensuring that customers who want to make an appointment can reach us within three minutes'.

An effective and efficient task and role division

In a project team, about six to eight people work closely together. But not always in the same room and at the same time. It is then important that the division of tasks is crystal clear. This also applies to the division of responsibilities and powers. This sometimes goes wrong with the arrival of a new project employee. In those cases, mutual irritation and inefficiency may arise.

Of course, a well-balanced, 'fair equity' role and effort distribution between team members is also important. This distribution often flows logically from the formal division of tasks. Sometimes, however, someone fulfills a role because it suits him.

A division of roles in teams often arises automatically, without any agreements being made about this. That often works fine. For example, you see that one person acts as a confidential advisor in case of problems. For some roles, however, it is better to make clear agreements.

Good mutual relationships and a good team culture

How you treat each other as a team influences all aspects of the collaboration. Really, it pays to work consistently on a good atmosphere. That is not the same as baking cookies all day long. A good atmosphere also means a conflict if necessary, strong criticism or, if necessary, a power term. It stands or falls with the respect that you have for each other. In the project start-up you made a start with that. You keep working on it during the project.

Clear working arrangements

The bigger the team, the more important it is to make good working arrangements. Structured and regular work consultation is a logical method for this. Within some projects it may be useful to designate a project space where the progress on flaps is made permanent. This project space can also be the place where you meet every day to discuss the continuation of the work and to follow the working arrangements.

The motivation of individual team members

Of course, the cooperation within a team is strongly influenced by the individual motivation of the participants. In a project team, it is important that each individual has tasks that he feels involved with. It is also important that people notice that their contribution matters. Even if that contribution is relatively small.

Reflection on team functioning

For the proper functioning of a team, it is important to occasionally take time with each other to look back on the cooperation, learn from it and possibly make new agreements with each other. What went well, what are we proud of, which compliments we received as a team? What went less, what are we ashamed of?

Literature: Jos Benders, self-managing teams in the service. Publisher Lemma. 2000. (Chapter 10: Abe Meininger, Marie-José Mineur and Tiny Vinke, Care at the Academic Hospital Groningen, a matter of teamwork)

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