Loodetavasti eksin, kuid meeskonna või kollektiivi kujundamisega tegeletakse paljudes avalikes organisatsioonidega järjest vähem. Mis põhjusel, ei tea. Covid ei ole õigustus, küll aga võib olla osa seletusest – paljudel juhtidel sai “mõistus otsa”. Traditsioonilised-etableerunud kollektiivi koondavad praktikad olid nimekirjast väljas ja … uusi asemele ei tulnudki. On siiski võimalik, ja kuuldused sellest on liikvel, et looduses on siiski selliseid näiteid, kus avaliku sektori organisatsioonis on juhid huvitet töötajate heaolust nii indiviidi kui kollektiivi arendamise eesmärkidel.

Sestap tundub, et kõik käepärased võimalused on vähemalt kaalumist väärt. Ja nii siinviidatu oma koha leidiski.


Prior research suggests that a broad array of interactive phenomena, from shared leadership (Wang et al., 2014) to information sharing (Mesmer-Magnus & DeChurch, 2009), can lead to positive outcomes. Recently, management scholars (e.g., Nofal et al., 2018) have begun to analyze biological factors that may impact team-level processes.

Jalgratast ei pea tingimata leiutama:

By incorporating research from sport psychology and exercise science, we suggest that physical activity (PA)defined by Caspersen et al. (1985, p. 126) as “any bodily movement produced by skeletal muscles that results in energy expenditure”—at the team level is a promising intervention for driving positive team processes and work outcomes.

Istuv eluviis võiks olla heaks ettekäändeks:

As employees spend more time sitting behind desks and in front of digital screens, work-related PA understandably decreases. Given that PA fosters not only physical but also psychological well-being (Biddle et al., 2021), proactive organizations might consider PA-focused interventions as part of their total package of high-performance work practices.

Mõned võimalused:

For example, group yoga sessions may bolster mindfulness, which tends to enhance group harmony and trust (Goodman et al., 2014). Similarly, teams that engage in collective calisthenics have been shown to be more cooperative, prosocial, and trusting (Bartolomeo & Papa, 2019).


What explains the positive link between team PA and favorable team-level workplace outcomes?

Mis on füüsiline aktiivsus siinse tekstis:

Hence, we define team PA as voluntary, energy-expending behaviors in which a unit of individuals participates for the purpose of constructing collective, goal-directed solidarity and effectiveness at work.

Tasub kaaluda:

Thus, team PA catalyzes positive affect among individual team members, which converges as group affective tone (Collins et al., 2013), and correlates with positive team outcomes like performance, satisfaction, engagement, well-being, and creativity.

Mis on energia:

Scholars recognize the role of physical, psychological, and social energy in organizations (Quinn et al., 2012). Energy is “the feeling that a person is capable of and eager to engage in a particular behavior or undertake a task” (Atwater & Carmeli, 2009, p. 265).

Jagatud tunnetusraamistikud:

Shared mental models. Defined as “an organized understanding or mental representation of knowledge that is shared by team members” (Mathieu et al., 2005, p. 38), shared mental models is one of the most common cognitive constructs in the teams literature (Mathieu et al., 2008). Having a shared mental model implies that the team is “on the same page”—that is, they intuitively understand each member’s role as well as the overall structure of the team and work.

Lugemishuvi suurendamiseks:

Although work teams are now ubiquitous (Salas et al., 2018), and the capacity for PA to ameliorate negative health outcomes is widely recognized (Biddle et al., 2021), there is little known about the positive effects of team PA. Therefore, we conceptualized team PA as a catalyst for positive team-level work outcomes, due, in part, to the positive emergence of team affective, behavioral, and cognitive mechanisms.

Blake, B. D., Baur, J. E., & Buckley, M. R. (2022). Let’s Get Physical: Physical Activity as a Team Intervention at Work. Group & Organization Management. https://doi.org/10.1177/10596011221101247