Social structures as a key component in projects

A social structure emerges within every team, the key components of which are roles, status and rules. Team members are assigned roles, and the wider environment places different expectations on them. Status refers to an individual’s standing within the team, which depends on the extent to which they contribute to the team’s development and performance. The team’s effectiveness is largely shaped by the rules it has either established for itself or which have been imposed on it from outside.

Roles are the expectations that team members have of each other and of the organisation. These expectations are shaped by factors such as an individual's personality, demeanour, values, position, status and task. Each team member develops several roles. If the project manager makes an effort to highlight differences in expectations at an early stage, conflicts can be avoided.
There are formal and informal roles.
Formal roles relate to the tasks of individual members. These roles are either already defined within the company (e.g. Head of Department), or determined on a case-by-case basis (e.g. project manager and their authority). By the time the clarification phase begins, those involved should have determined which expectations each role holder must fulfil. The aim is for everyone to have the same understanding of each role (i.e. the role profile). If a role holder does not meet these expectations, conflicts are inevitable. Problems also arise if the role holder does not agree with the role assigned to them. This is because employees do not necessarily identify with the formal roles assigned to them. In such cases, intra-individual and ultimately inter-individual conflicts may arise.
The project manager may also leave the assignment of roles to the team. However, they must also make it clear that every role is important for the team. If conflict arises, changing roles temporarily (e.g. taking minutes, keeping time, facilitating) can provide a possible solution.
By contrast, informal roles emerge as a team develops psychosocially. For instance, teams often have a 'grey eminence' or a 'good soul' who carries out unpleasant tasks. As it is not possible to prevent the formation of informal roles, the project manager should at least try to make constructive use of them. They may, for instance, ask an articulate opinion leader to represent the team at external meetings. However, weaker team members should not be left to fend for themselves on the basis of natural role formation; instead, they should be given an opportunity to distinguish themselves, for example by being assigned an attractive task.
 

Status refers to how much respect a team member is shown by the other members of the group. This depends primarily on how well the individual fulfils their role and serves the group, as well as on their personality and demeanour. Formal status is closely linked to the individual's formal role.
In contrast, informal status is linked to an individual's behaviour within the group.
An individual's perception of their own status may differ from the group's perception. Formal and informal status often differ considerably, both positively and negatively. A project manager can support team members with low status by providing opportunities for them to demonstrate their strengths.
Low self-esteem within the team is associated with bullying: the team systematically targets an unpopular member who is perceived as inferior. The aim is to remove that person from the team. Stress within the project and managers turning a blind eye can further encourage such aggression. Bullying among employees is often difficult for managers to detect, as there is frequently no tangible evidence at first. To ensure the success of the project, the project manager should investigate the matter as soon as the first signs appear, talking to team members. Once they have gathered sufficient information, they must address the problem openly with the employees involved and work with them to identify the causes and develop solutions. This brings the initially hidden negative development to the surface and removes it from the taboo zone typical of bullying.
A well-functioning group can cope with personal antipathies if they are openly addressed. However, the project manager must support weaker team members to prevent them from becoming victims.
 

Effective teamwork requires rules that the team agrees on and then accepts. These relate to the following topics:
  

• Information and data flows
• Conflict resolution procedures (e.g. the use of a mediator in the event of disputes).
• Organisation of collaboration (e.g. working hours, breaks, leave request procedures, responsibility for procuring materials).
• Performance objectives and standards
• Behaviour and conduct within the team and towards external parties
• Agreed communication guidelines for external communication 

These rules should be agreed upon by the team as early as possible and communicated transparently to everyone involved. Differences in expectations, interests and perspectives may lead to conflicts during this process. Such disagreements are a natural part of team development and should be addressed openly. In particular, similarities and differences, as well as power and decision-making structures, should be made transparent and clarified collectively. The project manager plays an important role in supporting and facilitating this process, which requires a high level of social and emotional competence.
 

The social structures within a team form the foundation for successful collaboration. Roles, status and jointly agreed rules have a significant influence on how effectively a team works and on how conflicts arise and are resolved. Recognizing these social processes at an early stage, ensuring transparency and actively supporting them is an important responsibility of the project manager. Alongside fostering trust, collaboration and performance, it is equally important to address conflicts or signs of exclusion and bullying at an early stage and to support the affected team members. In this way, teams can realise their full potential and achieve their shared goals sustainably.