The Role of Informal Interaction in Enhancing Interactive Team Cognition

Abstract

Effective teamwork may be closely linked to informal (i.e. not work-related) exchanges between colleagues. Traditionally, professional interactions were limited to formal communication; and informal interaction was considered unnecessary. However, more recently, it has become clear that informal interaction might be crucial to forming effective professional teams [1]. Team members need to be aware of each other’s implicit assumptions, goals, and course of action. When they interact informally with their colleagues, they learn about their colleagues’ interaction and communication style. That might enable them to cooperate more effectively in a formal setting [2]. This might be due to ‘interactive team cognition’, which means that an individual merges with a team, i.e. they see more agenthood in the team than the individual itself [3].

Surprisingly, the effect of informal exchanges between co-workers has rarely been studied. Most research has focussed on formal exchanges between colleagues, while some report a positive effect of informal exchanges [1]. Focussing on a specific case, this research examines whether there is a positive correlation between informal interaction and interactive team cognition. Furthermore, this is an exploratory study intended to generate hypotheses for further research.

A convergent mixed-methods design is employed to correlate the type of informal exchanges with the quality of interactive team cognition. During the merger of three research groups into one research centre at the Carinthia University of Applied Sciences (Austria), the respective employees were surveyed using a questionnaire containing quantitative and qualitative items. By surveying the employees (N = 34) with the questionnaire before the research groups merge and then twice more at three-week intervals, possible changes can be recorded. By indicating in all questionnaires with whom they have had how much informal interaction, it is possible to trace which informal interactions had been previously present and which are new. To better understand what might impact interactive team cognition and what might be a result of informal communication, various factors are examined. These factors include group identity, sense of belonging, and feeling connected to the research group that could explain the mechanisms through which improved collaboration may arise from informal exchanges.

This study’s findings may inform future research. Thereby, structures could be developed to enable people to engage in informal dialogue to achieve better work results. This could possibly provide a broader basis for further research into human-centred and innovative work design.

References

[1] T. Koch and N. Denner, “Informal communication in organizations: work time wasted at the water-cooler or crucial exchange among co-workers?,” Corporate Communications: An International Journal, vol. 27, no. 3, pp. 494–508, Jan. 2022. doi: 10.1108/CCIJ-08-2021-0087.

[2] N. Denner, T. Koch, B. Viererbl, and A. Ernst, “Feeling connected and informed through informal communication: a quantitative survey on the perceived functions of informal communication in organizations,” Journal of Communication Management, vol. 29, no. 1, pp. 71–93, Sep. 2024. doi: 10.1108/JCOM-06-2024-0085.

[3] N. J. Cooke, J. C. Gorman, C. W. Myers, and J. L. Duran, “Interactive Team Cognition,” Cognitive Science, vol. 37, no. 2, pp. 255–285, 2013. doi: 10.1111/cogs.12009.