The Impact of Psychological Compatibility Index on Team Efficiency within a Company

If by the time you’re reading this article you’ve accumulated significant experience interacting with various TIM/MBTI types across different teams and collectives, you’ve likely noticed an interesting phenomenon. The essence of this phenomenon is that, as a member of different groups, you always feel emotionally different, depending on the team composition. This, in turn, affects your productivity and the quality of the work performed.

The Impact of Team Spirit on Performance

In some cases, certain teams can somehow, without any special effort, ensure faster and higher-quality work with a positive attitude. In other teams, despite the high professional qualifications of all members, work goes sluggishly, with frequent disruptions and a generally negative atmosphere, even though formally no one is creating obstacles. In a third scenario, you might feel uplifted in a new team but suddenly face criticism and dissatisfaction from colleagues.

All these scenarios are united by one common factor — team spirit, or corporate culture. The main parameters influencing this factor include:

• Mutual psychological compatibility of team members,
• TIM/MBTI type of the team leader,
• Actual role and position of the group in the hierarchy of other groups within the company by the Psychological Compatibility Index.

Today, we will discuss the third parameter — the actual role and position of the group in the hierarchy of other groups within the company by the Psychological Compatibility Index.

The Actual Role and Position of the Group in the Company by the Psychological Compatibility Index

Each team or department in a company is a microcosm of the entire company. Each team has a Leader, Team Members, and a Mission. They often work isolated from one another, as their tasks differ, and they meet only at large corporate events. Let’s consider examples where the company has teams of Management Support, Accountants-Lawyers, Marketers, and Programmers, and each of them dominates in their psychological compatibility index.

Scenario 1: The Management Team Dominates Psychologically

General Characteristics:
In a company where the management team has a high psychological compatibility index and dominates, strong coordination and strategic management are observed. Managers understand the company’s goals well and motivate employees.

Impact:

• On the team: Managers create clear goals and tasks, increasing engagement and motivation.
• On work quality: Work is done clearly and structurally, with tasks distributed efficiently.
• On atmosphere: Formal, achievement-oriented. Constructive criticism and striving for improvement are encouraged.

Positive Factors:

• High productivity: Clear goals and motivation contribute to increased productivity and efficiency.
• Stable structure: Formal structure and results orientation ensure stability and predictability.

Negative Factors:

• Hidden threat: High focus on results can lead to employee burnout and a lack of creativity and innovation.

Scenario 2: The Accountants-Lawyers Team Dominates Psychologically

General Characteristics:
When the accountants and lawyers team dominates, the focus is on accuracy, legal protection, and financial stability. Special attention is paid to compliance with rules.

Impact:

• On the team: Ensuring processes comply with laws and internal policies creates a reliable and stable atmosphere.
• On work quality: Work is thorough and meticulous, with minimal errors.
• On atmosphere: Formal and strict, ensuring legal protection.

Positive Factors:

• High reliability: Employees feel safe knowing all processes comply with laws and regulations.
• Minimization of errors: A meticulous approach reduces errors and enhances work quality.

Negative Factors:

• Flexibility at risk: Lack of flexibility and speed in decision-making can slow down changes and innovations.

Scenario 3: The Marketing Team Dominates Psychologically

General Characteristics:
In a company where the marketing team dominates, the focus is on creativity, innovation, and meeting customer needs. Marketers aim to make the company noticeable in the market.

Impact:

• On the team: Active interaction with other departments promotes a dynamic and creative atmosphere.
• On work quality: Work is done with an emphasis on innovation and customer satisfaction.
• On atmosphere: Open and creative, with idea exchange and employee participation in developing solutions.

Positive Factors:

• Creative environment: An open atmosphere encourages idea exchange and fosters innovation.
• Adaptability: Ability to quickly adapt to market changes and customer needs.

Negative Factors:

• Long-term instability: Market and customer focus can complicate long-term planning and company stability.

Scenario 4: The Programmers Team Dominates Psychologically

General Characteristics:
When the programmers team dominates, the focus is on the technical side of work, efficiency, and innovations. Programmers strive for process automation and the implementation of new technologies.

Impact:

• On the team: Conditions are created for the implementation of advanced technologies and automation, increasing work efficiency.
• On work quality: Work is done with high precision and automation, seeking optimal technical solutions.
• On atmosphere: Technology and innovation-oriented environment stimulates constant learning and development.

Positive Factors:

• High efficiency: Implementation of advanced technologies and automation increases efficiency and reduces manual labor.
• Innovative environment: Technology-oriented atmosphere stimulates constant learning and development.

Negative Factors:

• Communication barriers: Difficulties in communication with other departments can lead to misunderstandings and project delays.
• Business orientation: Lack of attention to business aspects and customers can also be an issue.

Conclusion

Each team makes its unique contribution to the company’s work, and it’s important to consider these factors when forming and managing teams to achieve the best results. Certain types of dominance can lead to hidden problems that need to be identified and corrected in a timely manner.

In the next article, I will discuss how the TIM/MBTI type of the team leader affects “team spirit.”