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Nowadays, with the tempo of life constantly increasing, many people tend to feel frustration and disappointment at a workplace if the goals they envisaged cannot be fulfilled in a short time. People increasingly feel as if they are owned something and the inability to get this breeds envy and resentment towards their colleagues. The art of developing healthy team culture allows to change the perspective and find positive moments in everyday duties. This paper hypothesizes that healthy team cultures and perception of the self are instrumental in enhancing cooperation at a workplace.
With the development of human rights and freedoms people increasingly feel entitled to get bonuses from a company they work for. Nowadays, the culture of cooperation is giving way to the culture of competition when people collaborate thinking about what they can get out of the situation and not about how this collaboration helps to achieve common goals. The culture of humility, widespread at the beginning of the 20th century, was gradually replaced by the feeling of empowerment and desire to fight for one’s rights. While asserting one’s rights and suing an employer gradually becomes a new norm, studies show that such an attitude significantly diminishes employees’ output, enhancing stress and moodiness. The practice of healthy team culture was developed to fight this tendency. When an undesirable event happens, people should ask themselves why it did not happen to them and how they can contribute to resolve the situation instead of being resented at not getting a bonus (McShane, 1995). Focusing on positive moments helps to alleviate stress and boosts interpersonal relations within a company.
Four basic principles guide employees on the way to developing healthy team culture. Encouraging transparency and accountability serves to unite team members to achieve common goals, reducing competition. The delegation of authority is another key feature that makes employees feel empowered and able at a workplace. Finally, encouraging cross-department communication serves to improve the culture between the stuff.
Reference
McShane, S. L. (1995). Canadian organizational behaviour. Toronto: Irwin.
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