Influence on productivity and innovation: team composition
Posted: Mon Jan 06, 2025 4:14 am
During the pandemic, I spoke to companies via Zoom and my findings are very similar to some of the results of a study by Sven Laumer - he gave a keynote speech on this and I would like to comment on some of his results that overlap with my results and explain them in the context of companies. Sven Laumer was also the second proofreader of my doctoral thesis and I continue to follow his work with great interest.
The study overlaps with my finding that the productivity of virtual teams can generally be proven with two hypotheses – this was also the result of my roundtable on digital leadership in 2019 (Lindner and Greff 2019).
Homogeneous teams are well suited for standardized work and are often very insurance email list productive (high throughput)
Heterogeneous teams are well suited to creative work and are often very productive in this type of work.
The reasons are obvious: when we all get on well because we have a similar mindset (homogeneous teams), collaboration works better. For example, I had a team in which all the employees were fans of metal music. The atmosphere in the team was great and there were never any arguments. However, argumentative but constructive dialogue is often prevented because we always agree. You're probably familiar with this with friends - you often go to the same clubs/bars and talk about the same topics. The atmosphere is great!
But how does this work in the context of Corona? I would like to present some hypotheses from Sven Laumer's presentation and comment on them with my own experiences. The hypotheses have been modified by me.
The study overlaps with my finding that the productivity of virtual teams can generally be proven with two hypotheses – this was also the result of my roundtable on digital leadership in 2019 (Lindner and Greff 2019).
Homogeneous teams are well suited for standardized work and are often very insurance email list productive (high throughput)
Heterogeneous teams are well suited to creative work and are often very productive in this type of work.
The reasons are obvious: when we all get on well because we have a similar mindset (homogeneous teams), collaboration works better. For example, I had a team in which all the employees were fans of metal music. The atmosphere in the team was great and there were never any arguments. However, argumentative but constructive dialogue is often prevented because we always agree. You're probably familiar with this with friends - you often go to the same clubs/bars and talk about the same topics. The atmosphere is great!
But how does this work in the context of Corona? I would like to present some hypotheses from Sven Laumer's presentation and comment on them with my own experiences. The hypotheses have been modified by me.