Before you think teamwork is the answer and spend huge amounts of money on "team building" exercise, maybe you should consider whether you need a team effort at all. Perhaps more will get done by leaving your own people to do what they already excel. Forcing people to join the team just for the sake of "inclusion" is a bad idea.
The 20-60-20 rule applies to all organizations, corporations, committees and teams. Twenty percent of the members will go-getters – those who want to change the world before five o & # 39; hour. The bottom twenty percent will be "slow-getters" – people who are just barely enough to not get fired. The remaining sixty percent is what is considered the average collective – a mediocre player.
There is no getting around it; each "team" in each organization will be made in accordance with the 20-60-20 rule. Forcing people to work in a team is a bad idea, especially when most of the projects did not require the cooperation and will, in fact, better in the hands of one or two individuals select. But for the sake of harmony in the workplace, well-intentioned but ill-informed managers ran out, "we & # 39; re going to work in a team" philosophy because he had read an article touting the benefits of teamwork – without exploring other opinions.
The truth is that there is a real danger in working in a team when the work itself is not asking for it.
Jeff Palfini, teamwork blogger offers this advice: "The manager is faced with a new task should always consider whether pull together a team will be the most efficient how to complete tasks Sometimes it & # 39; .. s faster and more complicated to split out or delegate it to one or two people, especially if the task is fairly routine "
forces you to sit tall-player equal to the team with the "slow-getter" is the most prudent way to irritate the players high. Also, the "slow-getters" are becoming increasingly frustrated by how quickly the committee moving forward. The average collectively in the middle just sit by and watch as both high performance and slow getter battle for power on the committee. Because the team is moving forward with all their members, the voting power of sixty percent of the average collective and twenty percent "slow-getters" will thwart high minority players.
One of the most powerful in the committee or is not the person responsible. the most powerful person in the committee or is a person who does not get it most. The reason is that the committee and a team of all-inclusive. They will not move forward without all their members. Therefore, the most powerful man in the committee or is the person who holds the most – one of the brightest.
J. Richard Hackman, Edgar Pierce Professor of Social and Organizational Psychology at Harvard University and a leading expert on the team said, "Research consistently shows that teams underperform, despite all the extra resources they have. It & # 39 .; s because of problems with coordination and motivation is usually to chip away at the benefits of collaboration to avoid complacency, though, every team needs a deviant – someone who is willing to make waves and open group for more ideas Unfortunately, the person often, getting knocked team, robbing it the opportunity to be magical. "
Scott Adams, creator of the Dilbert comic strip agrees. "For a mediocre mind, a brilliant idea and a stupid idea sounded exactly the same. Each team will pick out the best ideas and the worst."
The real challenge to work in teams to come at the time of the Performance Review. performance review is not about the team, they are about people. Forcing employees potentially win prizes to sit on the team can really hamper the performance and assessment of his performance.
As Scott Adams said, "in a group of three people there are generally at least one moron intrusive. The members of the dominant team will get their way over the objections of the meek, no matter how incompetent gentle as possible, the best time you think maybe someone else & # 39; s the best time to nap If that & # 39 ;. s the only time you can have meetings, one of you will not be operating at peak performance. "
"time spent trying to reach a consensus on a decision could be better spent working on the decision," says Jon Katzenbach, author Tim in Puncak. "More often than not the team that has the knowledge to make decisions should do it individually."
Finally, in the setting of teamwork, high-players will be frustrated by the way the team moves slowly. Meanwhile, slow-getters in the team will also feel frustrated that they were not able to keep. The average collectively in the middle, which is 60%, will be the only member left the team actually do any work. No decision had ever come from the average collectively. It & # 39; s why you & # 39; never going to see the park or museum ever dedicated to a committee or team.
So, before you spend a lot of money on your team building exercises and teambuilding consultant, think about whether or not the right organization to the team. If so, make sure your team number is stored in the single digits. Allows players to work with only high high-other artist. Allows mediocre players to work with mediocre players. Do not just mix them all together in the hope that your people will get along better. It is a recipe for disaster.