MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

relationships of collaboration, subordination and leadership are built. Formal rules: functioning, concrete responsibilities, basic agreements... are already clearly differentiated. This is a time when the group invests a lot of energy in the task at hand.

3. Maturation

Teams mature, and they do so towards the achievement of tasks. Mía speaks of a present time in which the group has already started a process of maturation. In our case this process is captured from the perspective of the type of relationships that are established between the members. The team recognises a common history, successes are achieved through the efforts of the team as a whole and failures are taken on board together. There is a process of individualisation. We accept the other as they are. Over time I have learned to deal with Eric.... It is common for subgroups to form, united by affinities. The danger is that these subgroups come into conflict. There is a way of doing things and a code of values that will give the team its own personality. The role of the group coordinator is no longer as decisive as in the first phase. The team becomes more important when it has its own identity and a significant track record. In mature teams, because we already know each other very well, we sometimes forget to take care of our relationships with others, and comments and attitudes are frequent that no one would dare to express in a less relaxed stage. It is essential that when we find ourselves in a team in a phase of maturity, we do not forget to take care of interpersonal relationships. It is common to forget this aspect on the grounds that we all already know each other very well, and in many cases this is the cause of major conflicts.

3.4.2. Moments of a team

The team, as a dynamic entity, goes through different moments, depending on

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