TeamPeek: The problems of superficial team assessment by managers

What it’s all about

Teamwork is a key success factor in any business activity. However, when managers only superficially assess (“TeamPeek”) whether their employees are working together as a real team without closer scrutiny, numerous problems automatically arise. Here are the main ones:

Subjectivity of the assessment

When managers tend to use their perception and experience as a basis for evaluating team dynamics, this leads to a subjective assessment that is influenced by personal preferences and prejudices. This subjectivity can lead to essential problems being overlooked or misunderstood.

Overlooking hidden conflicts

If the analysis of teamwork only takes place superficially, underlying conflicts are not recognised. However, they can have a significant impact on the working atmosphere and productivity. A lack of in-depth investigation means that potentially destructive tensions go undetected.

Missing consideration of individual strengths and weaknesses

A superficial analysis of teamwork also fails to take into account the individual skills, strengths and weaknesses of the team members. As a result, talents remain unutilised and weaknesses burden the team without targeted development measures being introduced.

Ignoring structural and organisational obstacles

Without a detailed analysis of team dynamics, it is not possible to identify structural or organisational obstacles that hinder collaboration. This includes, for example, inefficient communication channels, unclear allocation of roles or insufficient resources.

Insufficient database

Of course, a superficial assessment does not provide sufficient data to make well-founded decisions. Without detailed data on team dynamics and the quality of cooperation, there is a lack of reliable information on which to base improvement measures.

Lack of involvement of team members

If managers only evaluate teamwork superficially, the opinions and experiences of the employees who are directly involved in the work process are not taken into account, resulting in a distorted view of the actual quality of collaboration.

Deficits in trust

Another disadvantage of a superficial analysis is the risk that team members get the feeling that their problems and concerns are not being taken seriously. This leads to a lack of trust between the management and the team, which makes collaboration even more difficult.

Neglecting the emotional dynamics

Emotional aspects of teamwork, such as trust, cohesion and motivation, are neglected in a purely superficial view. However, these emotional factors are crucial for effective collaboration and overall employee satisfaction.

Lack of long-term perspective

A superficial assessment of team dynamics prioritises short-term observations instead of taking long-term trends and developments into account. This allows existing problems to worsen unchecked in the long term.

Failure to adapt to change**

Without a deeper analysis, it is impossible to react flexibly to changes in the team structure or working environment. This impairs the team’s ability to adapt and reduces effectiveness in dynamic environments.

Conclusion

The superficial evaluation of teamwork by managers leads to a number of problems that can affect the effectiveness and well-being of the team. To overcome these challenges, a deeper and more systematic analysis of team dynamics is necessary to understand the actual conditions and needs of the team and take appropriate action.

Managers need these team insights

If you want to lead your employees successfully and sustainably as a team, you need knowledge – and not assumptions – about the following issues:

Team Experience Portfolio (TEP)

What is the current self-image of the team members, broken down into a description of strengths, weaknesses, threats and opportunities as a result of previous experiences of working together?

Overall Team Satisfaction (OTS)

How do employees generally rate their scope of action in comparison with their requirements?

Team Harmony Balance (THB)

How pronounced is the degree of agreement among the team members in the assessment of their working framework? The information can also be used as an

Indicator for the potential for conflict within the team.

Teamwork Quality Score (TQS)

To what extent is the quality of cooperation in terms of the realisation of “genuine” teamwork? The members often only interact as a community, group or special-purpose organisation.

Return on Management (ROM)

What impact do the team building measures have on teamwork quality?

Team Development Options (TDO)

What ideas and suggestions are there from the employees’ point of view that could help to further improve teamwork?