Eleven Factors That Affect the Team Environment

Eleven Factors That Affect the Team Environment

To understand how teams should shape their dynamics and improve their overall performance, it is essential to observe and analyze the entire team process. Managers can focus on how individual members interact within the team environment through team observation and analysis.

Different teams respond differently to problems. Disruptive behavior can occur when people react to issues in a different way. This could lead to personal dominance, obstinacy, or controlling behaviors, as well as fighting and other bad behavior.

Individual teams can use task and maintenance roles to address issues and influence in a more organized and productive way. Managers must watch how their teams interact before and during the implementation of structures to increase their productivity and performance.

These are the components and factors that make up the team observation and analysis process:


Leaders must understand that the members of a team can have different personalities and backgrounds. These differences, along with gender and age differences, affect the group dynamics within the organization. A team environment can be characterized by conflict or cohesion if there are differences in the functional backgrounds of members.

Organizational context

Organizational direction, information, and resources are essential for successful teams. Organizational missions that are unclear or poorly defined can lead to problems. Teams may not have enough autonomy and lack the necessary information. Also, rewards given to individuals and not to the whole team can cause problems.

Communication, Influencers, and Participation

Leaders must identify and establish subgroups or coalitions within their teams. Individuals within a group have a natural tendency to form alliances that exclude other members. Most team environments will feel their influence and control. As a result, partnerships and influencers can have a significant impact on team communication. Individual input is sought out and heard above all other sources.

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Leaders must recognize who has the most significant impact on the team’s decisions and take steps to make sure those who are ignored are heard.

Climate and personal behavior

Leaders should be able to spot signs of anger, frustration, boredom, and defensiveness in their team members. Individual team members should feel free to ask questions of others about their feelings and thoughts. This is a sign that there are problems in the team.

Leaders must also assess whether conflicts are being encouraged or suppressed when reviewing the climate. Without healthy debate and open competition, solutions can’t be found that allow individual teams to achieve their best performance.

Minority Opinions

Individual members will have opinions and views that are different from the majority in most teams. These opinions should be valued and encouraged in a team environment that is healthy.


Leaders need to monitor the power structure of their teams in order to determine if leadership responsibilities are shared or assumed by one individual. They must be vigilant for conflicts and power struggles that can arise from a lack of leadership in the team environment.

Task and Maintenance Functions

A healthy team has a clear task flow and maintenance roles that all members can fulfill. Leaders need to determine if specific roles and responsibilities have been fulfilled accurately and competently and whether those in charge of these tasks and functions take their responsibilities seriously.

Take a decision

Leaders need to be familiar with the decision-making processes within their teams. The first meeting is where the most critical decisions are made. These decisions often shape and determine progress. These initial vital decisions can be challenging to reverse. Leaders must be cautious against groupthink. This is when pressure is placed on the team to conform to their actions and allow little or no disagreement.

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Leaders must encourage constructive, healthy, and appropriate conflict over substantive matters while also taking the time to improve individual relationships among team members when there are negative emotions. Only when people and their personal issues are addressed can conflict be healthy.

Emotional issues

Each team member brings their own personal issues and needs to the team environment.

Individual identity within the group
Goals and Needs
Control and power


Leaders need to monitor the environment created by their teams. Some members might prefer to work in a business-only climate, while others may choose to be social. It is essential to consider whether one person controls the team or whether leadership is shared amongst the group.

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