- By Shalini K, 16 November 2020 | 3 MIN READ
Teamwork is key to success, but other than teamwork certain aspects make a team rewarding.
1. The ideal team size is between five and Nine
Anything more to it decreases the likelihood of success. Adding team members beyond the point can often result in disengagement and demotivation. It is a generally accepted assumption that management can fix a problem by throwing people at it.
2. “Good chemistry” not a good thing for teams
If there’s not enough diversity to create conflict, teams tend to fall into predictable furrows. What’s important here isn’t the appearance of diversity (i.e. quotas), but a diversity of culture and ways of thinking.
3. Attachment with a team releases Oxytocin
That’s the same brain chemical that’s released during a sexual orgasm. People enjoy working more when they’re on a good team.
4. Effective teams don’t have leaders
Teams work best when members listen and talk in equal measure and produce synergy. If any member seizes control and begins to take over the discussions, the team falters.
5. Teams do need managers
Diverse teams are more creative and productive, but they require a manager who can help team members communicate and work together efficiently.
6. Small teams outperform prodigies
There are exceptions and that’s why we have Einsteins and Newtons, but they’re exceedingly rare. In real life, brilliant people are more useful and creative when working with others, who are equally brilliant.
7. Conflict within a team is necessary
Creative abrasion allows a team to identify different approaches. However, conflicts shouldn’t get personal and surface the reasons behind their disagreements.
8. Men are insecure when in the minority
Men feel insecure and less committed to a project when there are more women in the team. Women are apparently unaffected by this ratio.
9. Mixed-age teams outperform
Youthful energy at work trumps all is not always true, mixed-age teams have more “creative abrasion” a combination of both could be truly rewarding.
10. Virtual teams are hyped to an extent
Teams work better together in physical proximity. If a team must be virtual, it should have periodic in-person team meetings.
Critical success factors that are currently an area of weakness can be resolved with changes in the team size, grouping, manager’s role, while those which are areas of strength or opportunity can be further improved or leveraged.
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