#ringelmann

من العوامل التي تؤدي إلى نجاح العمل الجماعي أو فشله تجانس المجموعات وقيام كل فرد بدوره بدقة دون تواكل أو تكاسل ، والعكس صحيح وهو ما يسمى بتأثير رانجلمان أو التكاسل / التسكع الاجتماعي

بقلم : د. مصطفى جودت صالح ثمة مقولة في تراثنا مفادها أن “الاتحاد قوة” ، وأن العمل ضمن الفريق له متعة خاصة خاصة إذا ما كان يبنى على التكامل والتعاون، هذا ما تعلمناه عبر تكليفنا بمشاريع جماعية في مراحل الدراسة المختلفة، فننشئ فرق عمل لتحقيق أهدافنا بشكل أفضل، لكن؛ عندما تعمل على تكليف أو مهمة فردية، فلن يوجد أمامك خيار سوى القيام بالعمل، لأنه لن يقوم به أحد غيرك. بينما حين تتعاون مع الآخرين في…

People who study team dynamics are fond of referring to something called the Ringelmann effect. Named for its discoverer (whose biography remains somewhat unclear), the effect was originally observed when recording the force exerted on a rope being pulled by groups of various sizes. Ringelmann noticed that after the fifth person was added to the effort, the average force exerted by each member of the group declined. This notion of diminishing returns suggested that groups become less efficient the bigger they get.

“After the fifth person, you look for cliques,” Wharton professor Jennifer Mueller is quoted as saying in a Knowledge@Wharton post. Many researchers agree that size probably shouldn’t be the first priority in arranging a team, but that it nonetheless plays an important role. Mueller has studied the Ringelmann effect in the workplace, bringing a conclusion about rope-pulling out of the realm of metaphor. She sought to understand why the effect appeared among groups of knowledge workers, and found that even though large groups have richer human resources, they fail to make people feel like they’re being supported. In other words, when a group got too big, its members felt like they were on their own.