Teams enable us to do things we could never accomplish working individually — or if we could accomplish them, they would just take too long to be worth doing. For that reason alone, we need teams. But working in teams carries with it risks that arise much more often than when we work as individuals. Here's a short catalog of these risks.
- Runaway damage risk
- The power of teamwork amplifies not only the team's ability to do good, but also its ability to do damage. When we produce wrong-headed output for whatever reason, we must undo the damage we do. But before recognizing what happened, a team can do much more damage than an individual can.
- Interpersonal conflict risk
- When there are interpersonal problems in teams, everyone's productivity can be degraded. And the conflict might be unrelated to the work at hand. It can be a residual effect of a previous effort, or it can arise from something as unrelated to the work as unfounded rumors of changes in office assignments.
- Decision-making risk
- The word team means different things to different people. For example, with respect to decision processes, some of us believe that team means that each person's opinion is of equal weight. Others are searching only for work to do, and will do that work without question. Teams must define their decision processes for corresponding classes of situations. If they don't, each member will assume that their preferred decision process is in force. That difference in expectations can lead to interpersonal conflict. See "Decisions, Decisions: I," Point Lookout for November 17, 2004, for a summary of common decision processes.
- Coordination risk
- Teamwork is inherently parallel. The working members of the team assume that the parts they're working on will fit with the parts other people are working on. If a problem develops, and one of the parts has to be revised, some of the work already completed might have to be done again. This possibility is much less likely when a single person does all the work, because that person is presumably aware of all that has been done or will be done. Coordination risk is highest when interpersonal communication is the least effective, or when uncertainty is greatest.
- Wariness risk
- Inherent in The power of teamwork amplifies
not only the team's ability to do
good, but also its ability to do damageparallelism is the need to trust that teammates working on other elements are honoring their commitments. That is, we give our all to one portion of the work, trusting teammates to do the same with theirs. If trust is absent, and people become wary, they devote some of their efforts to protecting themselves from blame. That is what makes wariness so expensive.
- Intra-task deadlock risk
- Within the team's task, deadlock occurs when some members of the team are waiting for the output of one or more of the rest of the team. The whole thing can lock up if a dependency loop develops. If a subtask is late because of unanticipated difficulty or lost workdays, the rest of the team can become stuck.
Projects never go
quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. It helps readers learn the subtle cues that indicate that a project is at risk for wreckage in time to do something about it. It's an ebook, but it's about 15% larger than "Who Moved My Cheese?" Just USD 19.95. Order Now! .
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More articles on Project Management:
- Restarting Projects
- When a project gets off track, we sometimes cancel it. But since canceling projects takes a lot of courage,
we look for ways to save them if we can. Often, things do turn out OK, and at other times they don't.
There's a third choice, between pressing on with a project and canceling it. We can restart.
- Nine Project Management Fallacies: I
- Most of what we know about managing projects is useful and effective, but some of what we "know"
just isn't so. Identifying the fallacies of project management reduces risk and enhances your ability
to complete projects successfully.
- Nonlinear Work: When Superposition Fails
- Much of the work we do is confounding, because we consistently underestimate the effort involved, the
resources required, and the time required to get it done. The failure of superposition can be one reason
why we get it wrong.
- Unnecessary Boring Work: II
- Workplace boredom can result from poor choices by the person who's bored. More often boredom comes from
the design of the job itself. Here's Part II of our little catalog of causes of workplace boredom.
- Yet More Obstacles to Finding the Reasons Why
- Part III of our catalog of obstacles encountered in retrospectives, when we try to uncover why we succeeded
— or failed.
Forthcoming issues of Point Lookout
- Coming May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
- And on May 9: Unethical Coordination
- When an internal department or an external source is charged with managing information about a large project, a conflict of interest can develop. That conflict presents opportunities for unethical behavior. What is the nature of that conflict, and what ethical breaches can occur? Available here and by RSS on May 9.
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- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
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- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.