In this article we are going to deepen in some practical aspects that help us in the management of the emotional processes in work teams.




The objective of all work 9-4 teams is the effectiveness and achievement of results of greater added value than can be provided by individual work. The different researches show that there are three main elements to achieve this effectiveness: that the members have confidence, that they have a sense of group identity and that they have a sense of group effectiveness. To advance in the development of these aspects teams need to establish emotionally intelligent norms or rules that support behaviors that stimulate the achievement of trust, identity and group effectiveness.

Following this argument we agree with the definition of group emotional intelligence as the ability of a group to generate or share a set of rules that regulate the emotional process in a way that increases trust, group identity and group effectiveness.

In addition, the emotional management processes in teams are influenced by three levels of performance: those of the team members themselves, that is, an individual level. Those produced by the interaction of these members, that is, a group or relational level and finally those that have to do with the context in which the groups act.

But …what do we mean when we talk about setting standards on teams? What kind of rules? How is this done in teams?

We would like to point out some of the most important elements that, in our opinion, should be talked about and guided through norms in teams, in order to improve their effectiveness.

Empathic listening. It has to do with the possibility of every person to contribute to the team, and that such people feel that their opinions are heard and taken into account. Here you can use participatory techniques that affect this aspect.

Interpersonal understanding. Try to understand the feelings, interests, virtues and defects of each of the members of the group. This understanding allows members to predict and deal with the daily behavior of others.
Sincere communication. Showing disagreement with another member of the team, when it has breached a standard defined by the team, is a necessary element in the teams. If people are silent and do not show their disagreement they are generating mistrust and lack of involvement with the team.

Positive language. When doing something right, value that contribution, comment or gesture in front of everyone in the team. It is about stimulating positive communication and valuing the contributions of its members.

Group self-evaluation. It is necessary for the team to be aware of the emotional states of its members and their influence. In order for  the team to take some time to think about how they are working, how  they are feeling and what is perceived in the team, it will help improve their performance.
Feedback. Asking for feedback from other teams or other people who are influenced by the team’s work will help the team improve.

Allow to talk about emotions. Give place in the team that when someone  perceives some emotion (individual or group) that may be influencing the dynamics of the team, feel legitimated to be able to get the subject on the team and be able to speak it.

Affirmative environment. To the extent that the team adopts this standard, it will try to maintain a positive vision of the Introducing problems, assuming them as challenges  instead of difficulties. It is a question of stimulating in the group a positive climate of coping with problems.

To the extent that this type of rules are agreed and established in the work teams, and it is ensured by its compliance, it will be possible to go forward in the generation of environments of trust and group identity that will lead to higher levels of effectiveness.

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