Synergetic effects in working teams

Whereas motivation and coordination losses in teams have been investigated for quite some time, systematic research on performance gains in teams (often called “synergetic effects”) only emerged recently. The purpose of the present paper is to clarify the concept of process gains (or synergy) in teams, and to introduce recent findings from basic psychology that can be very valuable for the management of high performing teams.

Based on the definition of synergy as process gain during teamwork compared with a clear baseline (team potential), this review develops specific requirements for the empirical demonstration of synergetic effects in teams. Moreover, a brief history of research on process gains in teams is provided, followed by an outlook on current and future trends in this field.

Although this research is still in its pioneering days, various triggers of process gains in teams have been already derived theoretically and/or demonstrated empirically, among them social support from fellow team members, perceived indispensability for the team outcome, the development and/or selection of experts for task and team processes, use of multiple perspectives and information, team learning, and social identification processes.

Understanding the preconditions and underlying mechanisms of process gains in teams enables managers to trigger performance levels of teams that exceed what can be expected based on the individual team members' capabilities alone. Moreover, the estimation of a team's potential provides a helpful standard for the assessment of the ongoing team performance.

Process gains in teams and related laboratory research have been largely neglected in the managerial literature so far. This paper and the current special issue are among the first to introduce a clear definition of process gains in teams, and to suggest concrete trigger factors of synergetic effects in teams based on systematic research.