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Why Teams Don’t Work

• Hackman, a professor of organizational psychology at Harvard

and a leading expert on teams.

• Why teams underperform despite all their extra resources?

• interview taken by senior editor Diane Coutu

• Hackman explores other fallacies about teams

• Leaders can’t make a team do well

• His research shows, Mostly, team members don’t even agree on

what the team is supposed to be doing

• Also, leader isn’t disciplined about managing who is on the team

and how it is set up

The Interview

You begin your book Leading Teams with a pop quiz:

When people work together to build a house, will the job probably (a) get done faster, (b) take longer to finish, or (c) not get done?

• That multiple choice question

• People tend to think that teams are the democratic

• Research consistently shows that teams underperform,

despite all the extra resources they have

• problems with coordination and motivation

• it’s often in competition with other teams

You’ve said that for a team to be successful,

it needs to be real What does that mean?

• It means that teams have to be bounded

• Make sure that you know who’s on it.

• Every senior team we studied thought that it had set

unambiguous boundaries.

• The chief executive frequently creates a dysfunctional team,

citing political reasons

• Top executives like CFO are mostly not included in teams.

You also say that a team needs a

compelling direction How does it get one?

• No right way to set a direction

• Responsibility can fall to the team leader or to someone in

the organization

• A leader sometimes encounters resistance so intense that it can place his or her job at risk.

• Setting a direction is emotionally demanding because it

always involves the exercise of authority, and that inevitably

arouses angst and ambivalence

What are some common fallacies about

teams?

• teams that work together harmoniously are better and more

productive than teams that don’t

• bigger teams are better than small ones

• at some point team members become so comfortable and

familiar with one another that they start accepting one

another’s foibles, and as a result performance falls off.

• He refute all the aforementioned fallacies with logical

reasoning

So newness is a liability?

• The research confirming that is incontrovertible

• The National Transportation Safety Board found that 73% of

the incidents in its database occurred on a crew’s first day of

flying together

• 44% of those took place on a crew’s very first flight

• a NASA study found that fatigued crews who had a history of

working together made about half as many errors as crews composed of rested pilots who had not flown together before

So why don’t airlines stick to the same

crews?

• it isn’t efficient from a financial perspective.

• To maximize their utilization

• The counterexample, by the way, is the Strategic Air

Command, or SAC

• which would have delivered nuclear bombs had that become

necessary during the Cold War years.

• When you’re working together in real time and there can be

no mistakes, then you keep your teams together for years

and years rather than constantly change their composition.

If teams need to stay together to achieve the best performance, how do you prevent them from

becoming complacent?

• Deviant comes in.

• Deviant thinking is a source of great innovation.

• The deviant veers from the norm at great personal cost.

• Many team leaders crack down on deviants and try to get

them to stop asking difficult questions, maybe even knock

them off the team

• They are willing to say the thing that nobody else is willing to articulate.

What makes a team effective, and how can

a team’s leader make it perform better?

• A good team will satisfy its internal or external clients

• But even the best leader on the planet can’t make a team do

well

• A team will be great by putting into place five conditions:

1: Teams must be real.

2: Teams need a compelling direction.

3: Teams need enabling structures.

4: Teams need a supportive organization

5: Teams need expert coaching.

• He studied teams performing diverse tasks in 27

organizations.

• Things that happen the first time a group meets strongly

affect how the group operates throughout its entire life

• Establishes not only where the group is going but also what

the relationship will be between the team leader and the

group

Off and Running: Barack Obama Jump-Starts His Team

• Obama appointed his administration’s top officials much faster than most presidents do

• Although, some of his choices didn’t work out

• Obama has certainly brought onto his team people of strong temperaments and contrasting views

• It shows his eagerness to harness the talent of his former

opponents

• Opposite with the record of George W Bush;

• This is what happened with Franklin Roosevelt, who also

brought strong-minded figures into his government.

• FDR temperamentally loved the infighting.

• believing that competition evoked the best performance from

everyone

• However, most presidents prefer a happy ship.

• Richard Nixon fired his interior secretary, Walter Hickel

• “Better to use the Roosevelt-Obama model”

• The reappointment of Bush’s defense secretary, Robert Gates,

• This decision has the historical echo of John Kennedy’s

near-reappointment in 1961

• Kennedy was a young president with little national security

background and thought it might reassure people to have the

previous defense secretary stay on at the Pentagon.

• Obama who can convey his view of the country and the world and why he thinks his plans will work.

• Hillary Clinton’s biggest criticisms

• But his speeches done a lot to gain acceptance for his programs from skeptical Americans

• I once asked Christopher Hogwood, the distinguished

conductor for many years of the Handel and Haydn Society in Boston

• , how important the first rehearsal was when he served as an orchestra’s guest conductor

• ” He went on to explain that there’s nothing he pays greater

attention to than the way he starts the first rehearsal

• orchestra members will make a very quick assessment about

whether or not they’re going to make great music together, or whether he is just going to get in their way

• One has to embrace his own quirkiness

• Each leader brings to the task his or her own strengths and weaknesses

• Don’t try to ape any leadership model or team

• There are many different ways to create the conditions for effectiveness, sustain them, and help teams take full

advantage of them.

How good are companies at providing a supportive context for teams?

• Best human resource departments often do things that are

completely at odds with good team behavior

• coaching individual team members did not do all that much

to help executive teams perform better.

• For the team to reap the benefits of coaching, it must focus

on group processes And timing is everything.

• Team coaching is about fostering better teamwork on the task, not about enhancing members’ social interactions or interpersonal relationships.

There’s a lot of talk about virtual teams these days Can they work, or are they falling victim to what Jo Freeman once called the “tyranny of structurelessness”?

• He doesn’t believe they differ fundamentally from traditional

teams

• virtual teams need the basic conditions for effectiveness to be

in place just as much as face-to-face teams

• He said, “I don’t think for a minute that we’re going to have effective online teams if we don’t know who’s on the team or

what the main work of the team really is, and so far that’s

still a problem with virtual teams.”

Given the difficulty of making teams work, should

we be rethinking their importance in

organizations?

• There are many things individuals can do better on their

own, and they should not be penalized for it.

• There are many cases where collaboration, is a hindrance

rather than a help

• The challenge for a leader, then, is to find a balance between individual autonomy and collective action

• underperform despite all their extra resources.

• The interview with Hackman, a professor of organizational

psychology at Harvard and a leading expert on teams.

• All the interviewing questions

• How to Build a Team

• Off and Running: Barack Obama Jump-Starts His Team

• To find a balance between individual autonomy and

collective action.

Feedback is welcome