Municipal technostructure: reacting to team development education from above

Figures & data

Table 1. Overview of focus group interviews.

	Before	After
Strategic line managers	5 (2)	5 (3)
HR managers	5 (5)	8 (7)
Financial managers	7 (2)	6 (2)
Organizational development managers	8 (7)	6 (5)

Notes: The numbers in Table 1 specify the number of individuals in each focus group, of which the number of women is indicated in brackets. Each box shows one focus group interview, i.e. the total number of focus group interviews conducted was eight.

Table 2. Chart for coding the data in the second step of the analytical process.

	Who is it said about?
Who says?		Strategic line manager	HR manager	Financial manager	Organizational development manager
	Strategic line manager	1	2	3	4
	HR manager	5	6	7	8
	Financial manager	9	10	11	12
	Organizational development manager	13	14	15	16

Note: Grey areas mark the third step of the analysis.

Table 3. Team development framework.

Critical consideration	Empirical examples		Indications of changes in teamwork
	Measurement point 1 (before)	Measurement point 2 (after)
Co-operation
Conflict
Co-ordination
Communication
Cognition
Coaching

Note: The table builds on the work of Salas et al. (2015).

Table 4. Findings concerning development of teams.

Critical consideration	Empirical examples		Indications of changes in teamwork
	Measurement point 1 (before)	Measurement point 2 (after)
Co-operation	Considerable differences between the city districts	The ones that were engaged in teamwork activities before were still engaged, and the others did not elevate co-operation	Little had happened after the programme
Conflict	The technostructure managers had different status and discussed each other accordingly	They did not talk about their potential conflicts, but they highlighted they were different Only friction towards line managers was mentioned	Concerns about conflicts decreased Better understanding of differences
Co-ordination	Few examples of co-ordinated action	No change that persisted after the programme	Co-ordination of taskwork was not elevated
Communication	It was hard to find time for communication	Increased dialogue, both during and after the program, especially on the importance of co-operation	Increased communication, which was valued
Cognition	Different ways of interpreting and performing their function	They had reached joint approaches towards co-operation and their differences	Shared more
Coaching	Only financial managers had an approach that resembled coaching	Coaching was formulated as not needed since the teams included only three individuals with different complex knowledge	Coaching was downplayed

Salas, E., Shuffler, M. L., Thayer, A. L., Bedwell, W. L., & Lazzara, E. H. (2015). Understanding and improving teamwork in organizations: a scientifically based practical guide. Human Resource Management, 54(4), 599–622.

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