TEAM

Everyone knows that teamwork is important to success, but its only been
recently that scientists have cracked the code of what makes a team successful.

The newly published Team Genius: The New Science of High-Performing

Organizations, authors Rich Karlgaard and Michael S. Malone reveals research
showing that:

1. The ideal team size is between 5 and 9.

Contrary to the generally-accepted assumption that management can fix a

problem by throwing people at it, adding team members beyond that point
decreases the likelihood of success.

2. Good chemistry makes teams less effective.

If theres not enough diversity to create conflict, teams tend to fill into predictable
ruts. Whats important here isnt the appearance of diversity, but diversity of
culture and ways of thinking.

3. Bonding with a team releases oxytocin.

Thats the same brain chemical thats released (in much greater quantities of
course) during a sexual orgasm. The takeaway here is that people enjoy work
more when theyre on a good team.

4. The most effective teams dont have leaders.

Teams work best when members listen and talk in equal measure. If one member
takes control and begins to dominate the discussions, it creates resentment. The
team falters.

5. Effective teams do need managers, though.

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Diverse teams are more creative and get more done but they require a team
manager (not an individual contributor) whose full time job is to help team
members communicate and work together, despite their diversity.

6. Small teams outperform solo geniuses.

While Einsteins and Newtons do exist, theyre exceedingly rare. In real life,
brilliant people are more effective and creative when working with others,
especially those who are equally brilliant.

7. Conflict within a team is essential.

A certain amount of creative abrasion allows a team to identify alternative

approaches. However, everyone must agree that conflicts wont get personal and
promise to surface the reasons behind their disagreements.

8. Men are insecure when in the minority.

Men feel dissatisfied and less committed to a project when assigned to a team
consisting of more women than men. Women, however, are apparently unaffected
by this ratio.

9. Mixed-age teams outperform youth-only teams.

Despite the stereotype that youthful energy trumps all, practical business
experience turns out to be a useful thing to have on a team. However, mixed-age
teams have more creative abrasion and thus require more active management.

10. Virtual teams are vastly overrated.

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Even with all the technology available today, teams work better together and get
more done when members are in close physical proximity. If a team must be
virtual, it should have periodic in-person team meetings.

SUCCESSFUL TEAMS
Characteristics of successful teams include:

open-mindedness
involvement
ability to deal with conflict
responsibility
trust
respect for others
effective listening
full participation
Rob Heselbarth (1997) notes that "a strong team is built by distributing
responsibility, authority, and information". The individuals working as a team, as
well as the team itself, must possess these characteristics. These characteristics
can be evaluated through Pollar's (1997) five categories of team evaluation:

I. Purpose and direction

II. Problem solving and decision making
III. Communication
IV. Participation
V. Leadership
A major advantage of the team approach is that employees are happier and more
productive when they are grouped and, in turn, have input into or control over a
certain problem in their organization. The result of the team's work has a direct

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impact on the individuals and their jobs; therefore, they are more interested in
their work.

Teams are successful when their individual members are successful.

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