Six Common Misperceptions About Teamwork

(Taken From www.bnet.com)

Based on a new book by Harvard psychology professor, J. Richard Hackman called Collaborative Intelligence: Using Teams to Solve Hard Problems, spells out that our everyday understandings of how to work optimally together can be wildly out of whack.

Here are the misconceptions:

• Harmony helps. Smooth interaction among collaborators avoids time-wasting debates about how best to proceed. Actually: Quite the opposite, research shows. Conflict, when well managed and focused on a team’s objectives, can generate more creative solutions than one sees in conflict-free groups. So long as it is about the work itself, disagreements can be good for a team.
  

• It’s good to mix it up. New members bring energy and fresh ideas to a team. Without them, members risk becoming complacent, inattentive to changes in the environment, and too forgiving of fellow members’ misbehavior. Actually: The longer members stay together as an intact group, the better they do. As unreasonable as this may seem, the research evidence is unambiguous. Whether it is a basketball team or a string quartet, teams that stay together longer play together better.

• Teamwork is magical. To harvest its many benefits,
  all one has to do is gather up some really talented people and tell
  them in general terms what is needed–the team will work out the details. Actually: It takes careful thought and no small about amount of preparation to stack the deck for success. The best leaders provide a clear statement of just what the team is to accomplish, and they make sure that the team has all the resources and supports it will need to succeed.

• It all depends on the leader. Think of a team you have led, or on which you have served, that performed superbly. Now think of another one that did quite poorly. What accounts for the difference between them? If you are like most people, your explanation will have something to do with the personality, behavior, or style of the leaders of those two teams.

  Actually: The hands-on activities of group leaders do make a difference. But the most powerful thing a leader can do to foster effective collaboration is to create conditions that help members competently manage themselves. The second most powerful thing is to launch the team well. And then, third, is the hands-on teaching and coaching that leaders do after the work is underway. Our research suggests that condition-creating accounts for about 60% of the variation in how well a team eventually performs; that the quality of the team launch accounts for another 30%; and that real-time coaching accounts for only about 10%. Leaders are indeed important in collaborative work, but not in the ways we usually think.

• Teamwork is magical. To harvest its many benefits, all one has to do is gather up some really talented people and tell them in general terms what is needed--the team will work out the details.

  Actually: It takes careful thought and no small about amount of preparation to stack the deck for success. The best leaders provide a clear statement of just what the team is to accomplish, and they make sure that the team has all the resources and supports it will need to succeed. Although you may have to do a bit of political maneuvering to get what is needed for effective collaboration from the broader organization, it is well worth the trouble.

• Face-to-face interaction is passé. Now that we have powerful electronic technologies for communication and coordination, teams can do their work much more efficiently at a distance.

  Actually: Teams working remotely are at a considerable disadvantage. There really are benefits to sizing up your teammates face-to-face. A number of organizations that rely heavily on distributed teams have found that it is well worth the time and expense to get members together when the team is launched, again around the midpoint of the team's work, and yet again when the work has been completed.

(For full report, you can get it from Harvard Business Review)

Powered by ScribeFire.