Psychology can be used to explain why some teams are creative, efficient and productive, while others fail to perform well as a group. Research into the difference between high and low performance teams identified one key difference between the two: the ratio of positive to negative interactions. Findings showed that on average high performing teams averaged 5.6 positive interactions for every one negative interaction, while low performance teams average close to 3 negative interactions for every one positive interactions.
The theory behind these ideas can be found in Barbara L. Fredrickson’s (2013) paper “Updated Thinking on Positivity Ratios.” This outlines the Broaden and Build Theory, an explanation for how positive emotions are important for survival. This theory suggests that positive emotions expand cognitive and behavioural abilities, which provide long lasting benefits in the form of traits, social bonds and abilities. This organisational psychology research paper suggests that applying these positive emotions in the work place results in flourishing within the individuals, which is evident in the team performance.
Learning about this idea from Frederickson was not something that suprised me. In fact, it all sounded very familiar based on my recent experiences playing football. In my team, a number of players can have a tendency to make negative comments when things aren’t going our way. The effects of this are easy to see, and I personally feel like the negative mindset that these comments can lead to has made me perform worse on the field. While this doesn’t relate directly to the workforce, the team dynamics within sport can often be very similar to how individuals in a team all play their part in performing to a high level at work. Analysing this psychological theory and applying it to work can create better performing work environments. Psychology can help create an awareness of aspects in everyday working life that are easy to solve, but can often be overlooked.