We have laid down certain standards for the formation of the team, which is also part of a prudent team organization method.
The team size needed to optimally load a task can be variable, but different team mixes require different approaches.
The size of the ideal workgroup was somewhere between 6 and 12 people. Under 6 people, most importantly, staples are missing from the team, or there is not enough, a cross-competence employee providing the continuity of important roles; Above 12 people, however, coordination and coordination of the team is a significant challenge, and it is not often necessary to involve professional facilitators in order to create and maintain effective workflows.
Naturally, the number of staff is closely related to clarifying the range of roles required. It is also advantageous if the team structure contains cross-competencies, but even in such cases it is crucial to clarify roles and powers. The creator of a group does not necessarily fulfill its main facilitator role, and even the leading roles may optionally be rotated in the case of flat, democratically constructed teams.
After clarifying the roles, it is important to reconcile the rules of flow of information.
It applies both to the sensitive, private information of one another and to the etiquette of communication and communication. It is important to clarify, for example, what kind of internal validation process the content is communicating on behalf of the team. In our case, we have found it desirable to give everyone the right to make a statement, with the exception that he names himself, and if he does not agree with the rest of the team, he makes it clear to the audience.
Team members may also conclude an agreement with the Ethics Code-type co-contract, “True Importance Contract”. In this, team members share the common culture and norms of their cooperation.
