Su equipo está dividido por la competencia en lugar de la colaboración. ¿Cómo puedes unirlos para un aprendizaje efectivo?

Three common drivers of competitive team dynamics: incentive structures, lack of connection, lack of shared purpose. Incentives drive behavior. For example, suppose developers are rewarded (and assessed) for speed. In that case, they are unlikely to make time in their schedules to observe or learn about user research, even if it might provide useful insights that would help them build better products. If members of a cross-functional team don't learn about one another's goals, motivations, challenges, and what keeps them up at night...they are unlikely to develop human connection or care about one another's success. If a team does not have a unifying, inspiring shared purpose, each person will prioritize their own goals.

Some simple ways to start things moving 1. Understand the conflict, it may be person specific, task specific, department specific 2. Arrange a training session for a improvement of collective responsibility 3. Start the task with clear responsibility and the person/department specific collaboration goals

Lead by example and reward the team which demonstrated collaboration. Communication and sharing resources is key to successful collaboration.

Recognising individual differences of personality, approach, intelligence, skill set is useful to assess the why, how, what and way forward of issues that will emerge. Anticipating them,acknowledging & analysing for facilitating resolution through persons involved works. Supporting effort is more useful than criticising, judging or denial. Correct messaging on team respect, fair& transparent functioning, plugging policy & system deficits works. Sharp observation& astute understanding dynamics at work helps. Proactively ensuring relationships are not lost to issues prevents scars & fault lines. Assessing own levels of accessibility, quality of decisions , ideation, people connect and correct work allocation works. Optimism in air helps big.

In my experience Engage Individually: Speak with team members one-on-one to understand their perspectives on why competition is hindering collaboration. Listen Actively: Pay close attention to their concerns and experiences to identify specific triggers and patterns contributing to the divide. Identify Core Issues: Analyze the feedback to pinpoint root causes of the division, such as lack of clarity, conflicting interests, or ineffective communication. Develop Targeted Strategies: Use the insights gained to create strategies that address these core issues, fostering a more collaborative and unified team dynamic.

Some amount of healthy competition is essential for a teams growth, however beyond a point it could becomes problematic. This usually happens when individual contributions and achievements are emphasised and celebrated more than the collective goals of the team. Setting common goals is just the first step. 1. advertise the common goals and why they are important. 2. encourage communication and transparency within the team. 3. celebrate cumulative milestones and appreciate all team members for their contribution 4. Make sure team members feel comfortable in asking for help. every growing team goes through below steps. Dependent --> Independent --> Interdependent --> Synergy. The key is to have patience and believe in the process.

Tener definidos objetivos claros en equipos es una de las maneras mas efectiva para lograr borrar diferencias y aportar desde cada especialidad. Con esto, el objetivo diluye egos y permite q la necesidad de colaboración genere un ambiente de propicio para la productividad

Keeping the outcome of team at utmost importance and keeping the team goals over the individual goals helps the team progress objectively my experience l.

A shared goal with a team incentive (ie. everyone gets a bonus, a meal, an afternoon off) that can only be earned if everyone delivers. Teams need to support each other to deliver and achieve the incentive at the end rather than cutting each other down to be top and win an individual prize.

Es necesario forjar un programa de formación en competencias Psicológicas y sociales que permitan cohesión de grupo, para trabajar de manera cooperativa

Create opportunities for regular, structured conversations where everyone can contribute. This can be through team meetings, one-on-one check-ins, or informal gatherings.

One of the helpful thing for the leader is to arrive in the common story line. Weeks of miss communication and issues can be solved by have a 30 mins tri party discussion where everyone feels they are herd and agree to settle on larger team goals

Transparency from the leadership of any team breeds more open and beneficial dialogue amongst any group. As a team leader, by consistently communicating progress and updates to your team members you can show them the benefits of open communication and they are more likely to come to you with problems or obstacles as well as address anything they need with their teammates. Sometimes it's as simple as just gathering the team and opening up the conversation with your own thoughts and then leaving the floor open for the rest of the group.

A comunicação dentro da equipe é crucial para atingir metas e ter sucesso na carreira. Acredito que o poder de uma comunicação clara e motivadora, inspira a equipe a traçar seus objetivos em comum com a organização. Gosto de ter bate papos mais descontraídos para resolução de problemas, isso deixa a equipe mais a vontade e menos pressionada .

Según mi experiencia liderando equipo de trabajo, el dialogo directo, el desarrollo del carácter personal y la solidez grupal se alcanzan a través de la formación en habilidades blandas

Competir y generar división en consecuencia considero esta relacionado a inseguridades personales de los competidores, si toca un equipo con estas características, como líder la tarea es sacar a la luz las habilidades que resaltan de cada miembro, con las particularidades diferenciales que tiene cada uno de ellos, potenciarlas y utilizarlas destacando la forma en la que esas diferencias contribuyen a la materialización de un objetivo en común donde la individualidad no conduce al resultado esperado, logrando que las diferencias se complementen, quitando el foco del otro para ponerlo en la habilidad propia al servicio del equipo.

Hace algún tiempo aprendí que existe mayor apertura por parte del equipo cuando en primera instancia el líder en la empresa propone un diálogo donde ésta misma persona pide retroalimentación sobre su oportunidades de mejora. Por ejemplo: cuando colaborador observa que su compañero o su jefe inicia la plática diciendo: ¿qué puedo hacer YO para servirte mejor?, la otra persona inmediatamente tendrá mayor apertura para recibir retroalimentación sobre las cosas que debe cambiar; pero al mismo tiempo también se podrá fortalecer y reafirmar todas las cualidades que el otro individuo está realizando de una forma apropiada.

When we leverage the diverse skills and perspectives within a team, we create an environment where everyone can thrive building on each other's strengths. Challenges aren't roadblocks; they're opportunities to learn and grow. Facing these challenges with a mindset of curiosity and resilience turns obstacles into stepping stones. Confronting our fixed mindsets allows us to embrace a continuous learning approach. It's about being open to new ideas, willing to adapt, and striving to be better each day.

Para reforçar essa abordagem, implemente um sistema de reconhecimento regular onde as conquistas individuais e os esforços colaborativos são publicamente apreciados. Isso pode ser feito através de reuniões de equipe, newsletters internas ou plataformas de reconhecimento online. Além disso, promova atividades que permitam aos membros da equipe mostrar seus talentos, como workshops internos ou apresentações de projetos. Ao fazer isso, você não apenas aumenta a autoestima e a moral, mas também incentiva uma cultura de apoio mútuo, onde cada pessoa se sente valorizada e motivada a contribuir para o sucesso coletivo da equipe.

Recognizing strengths allows each individual contributor to be heard and acknowledged. Handled appropriately by management, collaboration is thus highlighted, rather than competition. If team members feel threatened ("I may lose my job if 'Joe' knows more than I do"), it's possible that attempts to collaborate are met with resistance. Additionally, highlighting competencies may allow team members to learn a strength about another that was previously unknown, which may be handy on another collaboration effort.

#5. Carefully delegate tasks to foster independence and create more space for yourself. The delegation of tasks will introduce new energy into your business and showcase different perspectives/personalities which is very refreshing and keeps the business from appearing ‘stale’. This independence creates self worth and integrity in employee performance

If you are facing a severe problem of competition among teams and this is becoming a problem for the daily routine you can even think to an "extreme" measure: team members shuffle. In this way you change the status quo and force new collaborations. Of course this is a slightly radical move thus is suitable only in dealing with very severe issues (of you are also seeing the need of change in someone)

Além disso, considere implementar sistemas de metas interligadas, onde as realizações individuais são diretamente vinculadas ao sucesso coletivo. Realize avaliações de desempenho que levem em conta tanto as contribuições individuais quanto as colaborativas, destacando a importância da interdependência. Promova atividades de construção de equipe que simulem cenários de trabalho conjunto, como jogos de resolução de problemas e desafios de projeto em grupo. Ao criar um ambiente onde a interdependência é não apenas necessária, mas também celebrada, você constrói uma cultura organizacional forte e coesa, onde todos os membros da equipe se sentem responsáveis pelo sucesso uns dos outros.

More than promoting interdependence, it seems to me that it is promoting the understanding of the functioning of the processes between departments and work teams, once everyone manages to understand the importance they have in the general process of the company and the value they contribute to the product. In the end and to the company, a more pleasant and understanding relationship begins to exist, the desire for group success, because only in this way will each member be successful, making everyone feel part of the company and identified with the objectives, mission and vision of this. By achieving this, competition can be healthy for the company, because everyone will seek a common goal.

Alguns caminhos percorridos para propagação de interdependência no ramo corporativo entre os colaboradores é muitas vezes da autonomia para que eles exponham suas ideias e melhorias, entende-se a interdependência como um fator positivo e necessário no ambiente corporativo. Muito parecido com o termo “colaboração”, mas com outros significados, mais voltado para habilidades técnicas e pessoais que possam se complementar e assim o time obter melhores resultados. Ou seja, todos temos nossa individualidade, habilidades e independência, mas é preciso unir essas habilidades para formar um time mais competidor e produtivo. A junção de habilidades independentes onde os papéis dos colaboradores se complementam.

Leading by example involves modeling respectful behavior, emphasizing collaboration, and maintaining transparency in decisions. It means demonstrating accountability by owning up to mistakes, encouraging and supporting team members, and showing a strong commitment to the team’s goals. Your actions set the standard for how team members should interact, fostering a respectful and collaborative environment.

Demonstrate collaboration by openly sharing your knowledge and seeking input from others. Acknowledge and celebrate team achievements, emphasizing collective success over individual competition. Show empathy and active listening to understand team members' perspectives. Encourage a culture of trust by being transparent and accountable in your actions. Facilitate team-building activities that highlight the value of diverse contributions. By embodying the collaborative spirit, you set a standard for the team to follow, fostering a more united and productive environment.

Demuestra tu disposición a oír, resolver conflictos y fomentar la unión dentro del equipo. Recuerda siempre mostrar entusiasmo, pasión y positividad en todo lo que haces, siendo un ejemplo vivo de los valores que deseas promover en tu equipo. Muestra esa energía contagiosa y verás cómo inspiras a otros a seguir tus pasos.

Exatamente isso , a colaboração da equipe , depende do espelho que ela tem co.o líder dentro da empresa. Quem não sabe fazer não sabe Coordenar. Portanto seja o elo mais forte que sua equipe possa ter e surpreenda sempre com a parceria e não com a concorrência.Exemplos bons tendem a ser multiplicados!

Quem nunca ouviu falar a frase: - Faça o que digo, não faça o que eu faço? De fato a liderança é, sobretudo, ser e dar exemplo aos outros, mas não só isso, é também importar-se com cada um dos seus colaboradores. Comprometa-se com o crescimento pessoal de cada um e de todos. Agindo sempre com ética e profissionalismo, cumprindo a missão de liderar e formar líder, na qual também requer reconhecer a equipe. Desenvolver a capacidade de contratar e demitir, para ajustar e melhorar a equipe. Como costumava falar aos meus liderados: - Precisamos dar o nosso melhor sempre!

Para disminuir la competitividad interna se debe crear un ambiente de confianza mutua entre los integrantes del equipo, buscar los aspectos y metas comunes que los puedan unir y tener comunicación abierta y asertiva en todo momento

Sometimes, the team has the wrong mix of people involved. There may be significant skill gaps. Technical projects often have a large number of poor communicators. There may be a toxic personality or perhaps two antagonists importing their antipathies to the new team. Or, maybe a micromanager or slacker killing collaboration?

Eu sempre liderei equipas, e gosto de criar competição entre elas, dando-lhes as mesmas condições, em termos de projetos, ferramentas e materiais, consigo ter um bom desempenho de todas as equipes, (pela máxima ninguém gosta de perder nem a feijões) e consegue-se ter uma produção significativamente interessante para melhor. Não esquecer depois elogiar e compensar.

I suggest that there should be a discussion session amongst all team members to express their grievances and they should be noted. After the discussion session, a neutral party can be called upon to give opinions on the subject matter (depending on how huge the issue is). This is to avoid any team member feeling like their team lead is taking sides. Deliberations should be made and whatever conclusion drawn should come with genuine explanations, so everyone is carried along. Another point to note is, for every activity/task carried out by/for the team, none should be done in secret. I believe once everyone is carried along at every point, it helps to avoid conflicts and improve collaboration amongst team members as everyone feels seen.

While building an institution as its founder Principal, teaming with professionals of different age, experience, skill set and personality was a living challenge. There was so much to envision, break into parts, allocate leadership& organise feedback to assess movement forward. Several tough points required sharp observation & intelligent resolution everyday. Knowing closely every team member’s perspective, working mode, listening readily individually & sharing collectively on how we are progressing & being transparent diffused tensions effectively. A leader’s respect for team, with zero gossip & judgements works.Taking failure in stride &appreciating success with equal respect works. Being consistently what you want others to be works big.