A study of what makes a highly effective team and just why frequently a team with all the raw ingredients essential to be high executing falls well lacking its potential. When was the last time that you noticed the expression “variety is the spice of life”? In what framework was it used?
Was it applied to encounters? Well, – it can be. Was it put on groups? Well, – it ought to be! And team building can help that spice is added by it. My definition of a team is one where the whole is higher than the sum of the parts. Otherwise, it is simply a collection of individuals. I find it impossible to assume how my definition can be achieved if the team is comprised of clones os a single individual – no matter how good that each is.
Making the whole higher than the amount of the parts is approximately exploiting the distinctions between people, not the similarities. All too often Yet, the distinctions become weaknesses of the strengths they should be instead. What is the main element symptom of this? Unproductive issue within the united team. What is the most common remedy for this?
Those incompatible keep apart – either on their own effort or because they management steps in and enforces the distance. I see this as a waste. Difference is good. It leads to more options, better decisions, and higher performance. If it can be channeled. The hard part is in recognizing the worthiness. Without seeing the potential, what’s still left are problems.
Why are even fundamental variations between individuals in the same team collectively an optimistic feature? Let’s take an example. Suppose Sam can be an energetic “up with me” kind of character. Sam prefers new things, loves a challenge, and is normally extrovert. Sam doesn’t care much for detail and always wants things done now.
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A colleague, Pat, is a much quieter and more diligent individual infinitely. Pat thinks that there surely is an accepted place for everything and everything should maintain its place. Focus on detail is amongst Pat’s greatest strengths and Pat doesn’t like to start something without all the resources essential to complete it coming to hand. Sam believes Pat is too slow and far too pedantic.
Pat believes Sam is slapdash and a showcase. They don’t much like one another. Their romantic relationship is a way to obtain the pressure in the team. Enter Sam and Pat’s manager. Exactly what does she or he do? Option the first is to keep them aside. Put them on different projects if possible. Move them to opposite sides of the section, maybe. Rather than, ever supply them after midnight.
With luck, the disruption to the team’s accomplishments will be kept to the very least. Option two is a harder decision for the supervisor – but isn’t that what he or she is paid for? While their natures provide all the ingredients essential for gunpowder in the right proportions, Sam and Pat have highly complementary skill sets actually.
If the supervisor desires something done well when time is not of the fact, Pat will surely get the job. If it’s new or quickly needs to be done, Sam will be first choice. Obviously, what usually happens is that the manager needs it done both quickly and well.
A mix of both is what is needed. Combine Sam’s natural capability to go up to challenging quickly with Pat’s diligence and attention to detail and the ideal combination is available. If Sam and Pat can be helping to understand one another’s strengths and use one another effectively.