|
Untitled Document
|
 Making
Teams Work
by Greg L. Stewart
illustrated by Gerald Rogers
 Print Article
 Email Article
AGAINST ALL ODDS, THE U.S.
OLYMPIC HOCKEY TEAM STOLE THE GOLD MEDAL AT THE 1980 WINTER GAMES
IN LAKE PLACID, NEW YORK. THE SQUAD OF AMATEURS KNOCKED OFF FINLAND
IN THE FINALS, CLASPING THE GOLD AND EARNING THE TITLE "THE MIRACLE
ON ICE."
Eighteen years later, audiences expected even greater
results from the first-ever U.S. hockey team composed of National
Hockey League athletes. Spectators were dumbfounded at the Nagano,
Japan, Games when the team failed to earn a medal.
Somewhat ironic. The U.S. team that no one took seriously in 1980
won first place while the U.S. team everyone bet on in 1998 didn't
place at all. What made the difference? Teamwork. The chemistry
and composition of the 1980 U.S. hockey team gave them the momentum
needed to take home the gold.
Although most of us won't ever compete on Olympic ice, we too are
members of teams. At birth we enter a family team. We then spend
a large portion of our lives participating in athletic, church,
professional, and community teams. Life's wins and losses are often
determined by the makeup and performance of these teams. The following
strategies are designed to give working teams a competitive edge
in the professional arena.
Match
team autonomy with team tasks.
Team autonomy is crucial. Teams that are closely
monitored by an external leader often have little control over what
they do and how they do it. Highly autonomous teams have minimal
external influence. Their members determine the what, why, and how
of completing tasks. Often, team designers suggest increasing a
team's autonomy when problems arise. However, this is not always
the best solution; increasing autonomy can sometimes do more harm
than good. The optimal level of autonomy depends on the type of
work the team is performing.
Increased autonomy is helpful for teams that spend most of their
time doing creative, intellectual tasks. Autonomy allows a team
to adapt to its changing environment and develop unique solutions
to ill-defined problems. In contrast, low autonomy is optimal for
teams that work on mundane, physical tasks. For these teams, autonomy
is a hindrance because it precludes efficiency and standardization
of routine work.
Matching autonomy with the right kind of tasks can enhance team
performance. High autonomy is best for teams doing creative work.
Low autonomy is best for teams performing routine work.
Connect
interdependence with team tasks.
Teams often choose very different methods for accomplishing
work. Some teams choose to complete work mostly as individuals.
Other teams form assembly lines. Still, others interact constantly
and work as a collective group. These teams differ in their level
of interdependence—the extent to which team members are required
to work together and rely on one another. The best level of interdependence
depends on team tasks.
Teams doing mostly routine work perform best as assembly lines.
Team members learn simple tasks that they can perform with optimal
efficiency. Consider how Toyota uses assembly line teams to build
cars. These teams turn out high-quality, standardized products.
In contrast, teams doing creative work function best when they have
high levels of interdependence. Team members are able to adjust
their inputs to fit with the demands of not only a dynamic environment
but also with the inputs of other team members. For example, a customer
service team performs optimally when its members spend a lot of
time together and work cooperatively to meet the unique demands
of clients.
The overall level of interdependence should fit the dominant tasks
of the team. Moderate autonomy in the form of assembly lines is
best for routine tasks. High autonomy in the form of ongoing interaction
is best for creative tasks. A team can also benefit by changing
its approach for different tasks it performs. An assembly line might
be best on days when redundant tasks are abundant, whereas group
discussions and intense interactions should take place only for
new or creative tasks.
|
|
|
