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Generally, there tend to be more studies supporting a positive relationship between group cohesion and performance.” With that in mind the following article is an effort to enhance group/team cohesion and as a result help improve group/team performance.What is team cohesiveness and why does it matter to an organization to have cohesiveness within its teams? Bell discuss the composition of teams and its effect on cohesiveness.

In SELF-MANAGING WORK TEAMS: An Empirical Study of Group Cohesiveness in “Natural Work Groups” at a Harley-Davidson Motor Company Plant, the authors state: “that highly cohesive groups tend to perform better because they have high commitment to attaining group goals (e.g., Stogdill, 1972), and because the members are more sensitive to others in the group, they are more willing to assist each other (e.g., Schachter, Ellertson, Mc Bride,&Gregory, 1951).” Additional support to the importance of a common goal in building and maintaining a common goal is found in “Buliding Team Cohesion: Becoming “We” Instead of “Me” where the author relates the following: “Since cohesion is believed to be one of the distinguishing characteristics of a high-performance team, what is this powerful team quality and how is it cre-ated?The study of groups as a phenomenon that is unique and different from other social phenomena is very active, reflecting both the importance it has and how much we still don't know about groups.In this book, we take a challenge-based approach to dealing with groups.Providing opportunities for the team members to interact socially is necessary to help build trust.In addition, a safe environment in which the team can deal with conflict is critical to team cohesion.In their journal article Beyond Relational Demography: Time and the Effects of Surface- and Deep-Level Diversity on Work Group Cohesion, David A. They describe two different categories of diversity, namely surface level and deeper level.

Surface level attributes are “immutable [and] almost immediately observable.” Such attributes include age, sex, and race/ethnicity.

According to Bollen and Hoyle (1979), cohesion is the degree of attraction members feel toward one another and the team; "it is a feeling of deep loyalty, of esprit de corps, the degree to which each individual has made the team's goal his or her own, a sense of belonging, and a feeling of morale" (as cited in Beebe & Masterson, 2000, p. Though cohesion is rooted in the feelings team mem-bers have for one another as well as a common goal, creating, shaping, and strengthening those feelings relies on the use of effective communication.

Communication scholars have long agreed that group or team cohesion is as much about the relationships created as the task at hand, and success in both fos-ters the development of team cohesion. Without a purpose or a common goal a team will eventually splinter into separate individuals working towards their own personal agendas and not together toward a team goal.

This prescriptive perspective, however, will be rooted in social science.

One definition of cohesion is “a group property with individual manifestations of feelings of belongingness or attraction to the group” (Lieberman et al., 1973: 337).

In general, the findings have been fairly inconsistent within and across studies as to how diversity in these areas affect team cohesion.

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