Travel to Mars is probably within our grasp, if we're clever. In one scenario, we prepare the way with robotic missions that establish a constellation of GPS and communications satellites; deliver supplies, power plants, ground vehicles, landers, and return vehicles; find resources for mining fuel, oxygen, and water; and construct smelters, launch facilities and habitat. By the time people arrive much of the work is already done.

In preparation for the Mars Pathfinder landing on July 4, 1997, the Earth-Orbiting Hubble Space Telescope took this high resolution photograph, which shows the onset of Martian summer in the northern hemisphere, when the northern polar cap recedes to uncover dark sand dunes. Photo by D. Crisp and the WFPC2 Team of JPL/Caltech, courtesy NASA.
Still, making the trip would mean years of isolation and confinement, when perhaps the most daunting challenge would be maintaining functional relationships among the astronauts. We might want to put the explorers into an extended sleep state, not so much to save on life support, but to reduce the likelihood of interpersonal disasters.
Choosing the right combination of personalities would be a key to success. We're beginning to make significant advances in our understanding of personality, but assembling high-performance teams — and maintaining their functionality in stressful conditions — is another matter. We know a lot less about that.
The technology of interpersonal relations might not yet be up to this challenge. Certainly, if we look around at our project teams, we can find few that could tolerate a trip to Mars. Would yours make the cut?
Since a high-stress project can often feel like a trip to the moon, if not Mars, it's helpful to know what the experts look for in members of such teams. We all can exhibit these traits when we want to, in both polarities. Which polarity is best? It depends on the situation.
Here are some of the dimensions to consider.
- Flexible/Resolute
- Openness to new ideas, approaches, and experiences makes it possible for teams to transcend the capabilities of any of their members.
- Determination to stand by your beliefs can protect your team from groupthink or trips to Abilene. See "Trips to Abilene," Point Lookout for November 27, 2002, and "Appreciate Differences," Point Lookout for March 14, 2001, for more.
- Agreeable/Independent
- A high-stress project
can feel like a trip
to the moon,
if not Mars - Volunteerism, yielding in conflict, empathy for others, and frankness about yourself, help your team get through the rough patches.
- Loyalty in opposition, and a willingness to raise objections, ensures that your team faces its doubts and the hard realities before it commits to a course of action.
- Conscientious/Unprincipled
- Reliability, organization, a results orientation, and a drive to completion help the team stay focused on the mission.
- A willingness to deviate from cherished principles if circumstances demand it can help the team deal with extreme situations, especially emergencies. See "Managing Technical Emergency Teams," and "Declaring Condition Red," Point Lookout for August 22, 2001, for more.
- Sociable/Solitary
- An outgoing, charming manner lifts spirits and both provides and supports leadership, especially when the team celebrates or faces challenges.
- When confronting difficult, complex problems, comfort with quiet and with solitude can produce novel first-of-a-kind solutions.
Although many of us prefer one particular pattern of response, choosing the approach that best meets the team's needs in a given situation is the real challenge. If you want to make it to Mars, look for people who can tolerate and celebrate differences in others. Top
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For more on human factors in spaceflight, see M. Ephimia Morphew, "Psychological and Human Factors in Long Duration Spaceflight," McGill Journal of Medicine 6: 74-80, 2001. Available at www.medicine.mcgill.ca/mjm/v06n01/v06p074/v06p074.pdf. For more on models of personality, see, for example, www.personalityresearch.org
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
The Mind Reading Trap
- When we think, "Paul doesn't trust me," we could be fooling ourselves into believing that
we can read his mind. Unless he has directly expressed his distrust, we're just guessing, and we can
reach whatever conclusion we wish, unconstrained by reality. In project management, as anywhere else,
that's a recipe for trouble.
Names and Faces
- Most of us feel recognized, respected, and acknowledged when others use our names. And many of us have
difficulty remembering the names of others, especially those we don't know well. How can we get better
at connecting names and faces?
Virtual Presentations
- Modern team efforts almost certainly involve teleconferences, and many teleconferences include presentations,
often augmented with video or graphics. Delivering these virtual presentations effectively requires
an approach tailored to the medium.
Finding Work in Tough Times: Infrastructure
- Finding work in tough times goes a lot more easily if you have at least a minimum of equipment and space
to do the job. Here are some thoughts about getting that infrastructure and managing it.
Top 30 Indicators That You Might Be Bored at Work
- Most of the time, when we're bored at work, we know we are. But sometimes, we're bored and we just don't
realize it. Here are some indicators of boredom that might escape some people's notice.
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
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Coming June 4: White-Collar Contractor Sabotage
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And on June 11: More Things I've Learned Along the Way: VI
- When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is. Available here and by RSS on June 11.
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