Why teamwork is a bad idea

Before you think teamwork is the answer and you spend huge sums on team building exercises, you might want to consider whether your business location is at all necessary for teams . Perhaps they will do more than just leave people to do everything they already have. By forcing people to join troops for the sake of "receiving" a bad idea.

Rule 20-60-20 applies to all organizations, companies, committees, and teams. The top twenty percent of the members will be spherical – those who want to change the world at five o'clock. The bottom twenty percent will be "slow getters" – those who are barely burned to not be shot down. The remaining sixty percent is the collective average – mediocre performers.

Not around him; Each "group" of each organization is formulated according to Rule 20-60-20. Forcing people to work in a team is a bad idea, especially when most projects do not require co-operation and would actually be better for one or two selected people. But for the sake of work harmony, well-intentioned, but misguided executives take advantage of the "teamwork" philosophy because they have read an article that takes advantage of teamwork – without relying on other opinions.

Jeff Palfini, a team-mate blogger recommends this advice: "Managers face new and new staffs Tasks should always consider the task of the team to be the most effective way to perform the task, sometimes faster and less complicated To take the package or give it to one or two people, especially if the task is rather routine. "

Forcing the highest performing artists to be equal to the" slow getters "team is the best way to irritate The great performance. In addition, the "slow getters" are increasingly frustrated by the fact that the committee is moving forward fast. The average collective average simply sits and looks, as both high performers and slow getters are fighting for power in the committee. As the teams advance with each member, the sixty percent collective average voting power and the twenty percent "slow getters" disappoint the minor performer.

Most powerful member of the committee or Team is not the person in charge. The strongest member of the committee or team is the person who does not get the best. That is why the committees and the teams have everything to do. They do not advance without each member. Therefore, the most effective person in the committee or in the team who best keeps it – is the least bright person.

J. Richard Hackman, Professor of Social and Organizational Psychology at Harvard University Edgar Pierce and senior team leader, says: "Research has consistently shown that the groups are underperforming all their resources, since they are associated with coordination and motivation Problems Co-operation Benefits To avoid self-harm, however, each team must be deviant – someone who is willing to offer waves and more ideas to unlock the group, unfortunately such individuals are often dismissed from the team, thus depriving it of being magical. "Scott Adams , The author of the Dilbert comic book agrees. "For mediocre thoughts, a brilliant idea and a silly idea are exactly the same, each team chooses the best ideas and the worst."

The main challenge for team work is performance review time. Performance reviews are not about the team, they are about the individual. Forcing potentially award-winning employees to sit on the team can actually hinder their performance and performance.

According to Scott Adams, "there are at least one confusing moron in three groups of people." The dominant team members get to the moody excuses, no matter what the gentlemen may be, the best time to think is the other guy's best time to think To sleep when this is the only time, None of them will work at peak performance. "

" Time to make decisions decisions can make spending more choices, "says Jon Katzenbach, Top. "Mostly not team members who have the knowledge to make a sound decision must do this individually."

Finally, in teamwork settings, big performers are uncertain about the team moving slowly. Meanwhile, the team's slow getters feel frustrated that they can not keep up. The average collective average, which is 60%, is the only member of the team that actually did any job. There was no great decision from the collective average. Therefore, you will never see a park or museum that has ever been committed by a committee or a team.

So before you spend a lot of money on team building tasks and teambuilding consultants, consider your organization's right for teams. If so, make sure the number of groups stays in a single digit. Allow high performing performers to work with other great performers. Let mediocre performers work with mediocre performers. Do not just mix them together in the hope that their people will become better. This is the catastrophe recipe.

Source by Kevin M. Burns

Leave a Reply

Your email address will not be published. Required fields are marked *