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Inter-Team Work Models in Creative Tasks Solutions

Lyubov A. Naydonova, Institute of S&P Psychology

This work describes different models of interaction between teams in organizations, which solve intellectual creative tasks, such as, create new concept or strategy for organizational progress. Our approach was based on studying inter-team work in 16 organizations during the trainings and practical workshops /see Naydonov M., 2003/. Those trainings, in turn, were based on group reflections of group discussions. Training participants analyzed business environment, their place in it, indicated problems and obstacles and built action prospects for various business units in line with the new organizational strategy. In a practical workshop we form a new knowledge and generate its understanding and acceptance by all members. The aim of the research was to reveal what kind of team interaction form, as well as individual members communication during the training, will be most effective for further knowledge sharing in the organization.We evaluate the productivity by means of verbal and behavioural analysis including effectiveness of the introduced concepts. Participants performed self-evaluation of their psychological comfort after the group work during individual interviews. We defined 3 types of interaction of creative teams in organization: 1) interaction of completed intellectual production at the common meeting, where each team makes own presentations (-model); 2) interaction between participants of different teams which give their own particular version of their team work results (- model); 3) add some participants from other teams for some time and return back as a bearer of new knowledge (-model). Two models of the inter-group communication with different tracks of individual moving from one team in the training environment to another are the most productive. T-M model: each participant of the thematic (T) oriented team presents groups outcomes in the mix-group (M) with participants from each T-group. It gives the holistic content interaction after return to T-group, arising of participants' commitment, team identification and psychological comfort. E-T model: "Energizer-group" (E) formed from the initiative persons and team leaders and moves from one to another T-groups to integrate their creative results. Identification is lesser, but it gives two psychological results: growth of E- group leadership in the promotion of innovations into organization; 2) clearing the leader's position in transition to changes for all participants. We found two inter-team work models of individual tracks in training which accelerate psychological comfort and create the base for effective introduction of creative solutions (and new knowledge) into organization development.