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	<title>Teams - Trotzendorff</title>
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	<description>Running over sticks and stones</description>
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		<title>Lessons from Trial and Error: Building a Better Team Culture</title>
		<link>https://trotzendorff.de/psychology/lessons-from-trial-and-error-building-a-better-team-culture/</link>
					<comments>https://trotzendorff.de/psychology/lessons-from-trial-and-error-building-a-better-team-culture/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Wed, 04 Dec 2024 18:16:37 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Culture]]></category>
		<category><![CDATA[Teams]]></category>
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					<description><![CDATA[Leadership is a journey of trial and error. Over the years, I’ve experimented with countless ideas to make work better for my team. Many didn’t work—and that’s okay. But today, I want to share three things that did. These small adjustments might not seem revolutionary, but they’ve stood the test of time. And they have made a difference. Breathing Room Between Meetings: Ever jumped from one meeting straight into another? We all have. Now, where possible, I make sure meetings aren’t scheduled back-to-back. Those extra 5–10 minutes? They give my colleagues and me time to grab a coffee, reset their thoughts, or just … breathe. It’s a small gesture, but one that respects their time and focus. ☕ 15-Minute Digital Coffee Breaks: In a hybrid work environment, casual conversations can vanish overnight. To counter this, I introduced a daily 15-minute slot for a virtual coffee break. No agenda, no pressure—just time for small talk and connection. Because connection doesn’t need to be complicated; it just needs to be consistent. Leading with Openness: This one was &#8230;]]></description>
		
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		<title>The Bigger Your Team, the Lazier Your Employees?</title>
		<link>https://trotzendorff.de/psychology/the-bigger-your-team-the-lazier-your-employees/</link>
					<comments>https://trotzendorff.de/psychology/the-bigger-your-team-the-lazier-your-employees/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Mon, 15 May 2023 16:20:39 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Organizational Psychology]]></category>
		<category><![CDATA[Teams]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53593</guid>

					<description><![CDATA[How does the size of a team impact individual performance? The Ringelmann effect suggests that individual productivity decreases as the size of a group increases, leading some to assume that larger teams result in lazier employees. In simple terms, people tend to put in less effort when they work together in a large group compared to when they work alone or in smaller groups. But what are the underlying causes, and how can organizations address them? The effect was first observed by a French agricultural engineer named Max Ringelmann in the early 1900s during a series of experiments. He noticed that when people pulled on a rope as a team, the total force exerted by the group was less than the sum of the individual efforts. While the Ringelmann effect has been empirically demonstrated in modern teams, there are still some misconceptions about its causes. In management circles, it is widely believed that the primary reason for this performance loss is social loafing, wherein individuals hide in larger groups and become lazy. Although this phenomenon &#8230;]]></description>
		
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