New research demonstrates that forming shared memories, such as enjoying a pizza outing, can bolster teamwork and enhance workplace relationships, with significant implications for managers and organizational strategy.
A casual office outing for pizza may seem like an ordinary social event. But it could hold significant benefits for workplace dynamics, according to new research by Binghamton University, Hitotsubashi University and Yonsei University.
The study, published in the Journal of Management Studies, reveals that these shared experiences can significantly enhance cross-occupational teamwork and social cohesion within a company.
The research is grounded in a real-world scenario involving a 170-day strike at a South Korean public broadcaster, anonymized as “TelvCorp.” The strike, which occurred in 2012, was a reaction to political interference perceived by reporters and led to intense collaboration among different occupational groups within the organization. Despite initial hesitance, the common experience of the strike turned these groups into what researchers term a “mnemonic community” – a group that remembers collectively.
“One major takeaway from this research is that, for larger projects involving people in different occupations or experience levels within the same company, you’ll need some kind of shared experience that enables them not only to work more effectively together but also be more comfortable sharing their ideas,” co-author Matthew Lyle, an assistant professor of organizational strategy at Binghamton University, said in a news release. “It could also be like a double-edged sword in a way because, if the event is strong enough to bring people together, it could also disrupt established groups.”
This research sheds light on the nuanced pathways through which shared memories impact workplace dynamics. For example, in the TelvCorp case, the strike brought reporters and non-reporters together, but once it concluded, stark divides remained between those who had chosen to strike and those who had not. This reinforces the idea that while shared experiences can bolster teamwork, they also have the potential to create deep divisions.
“When the strike was over, the situation became more complicated because things were unlikely to go back to the way they were at that workplace,” Lyle added. “Now, there’s a new group after the strike, with some people saying they could no longer see colleagues who chose an opposite side in the strike as good people.”
For managers looking to capitalize on these findings, the implications are clear: encourage shared experiences to foster a more collaborative and cohesive work environment. Simple activities, like team outings or company retreats, could create the kind of lasting memories that unite colleagues.
Lyle suggested that even seemingly trivial shared memories, such as a humorous mishap at a company event, can become the glue that makes individuals more willing to work together harmoniously.
“When you’re in the in-group, you’re more likely to help each other out and have each other’s backs,” he added. “We know we can create those things artificially, but why not create them around some shared experience that makes a memory, that makes people want to work together?”
The study provides valuable insights into the dynamics of workplace cohesion, emphasizing that shared experiences, however mundane or intense, are pivotal in fostering teamwork and cooperation. For organizations aiming to enhance collaboration, understanding the power of shared memories could be the key to unlocking stronger, more united teams.