Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 8, Issue 12;   March 19, 2008: TINOs: Teams in Name Only

TINOs: Teams in Name Only

by

Last updated: August 8, 2018

Perhaps the most significant difference between face-to-face teams and virtual or distributed teams is their potential to develop from workgroups into true teams — an area in which virtual or distributed teams are at a decided disadvantage. Often, virtual and distributed teams are teams in name only.
The Marx brothers: Chico, Harpo, Groucho and Zeppo

The Marx brothers (Chico, Harpo, Groucho and Zeppo), early in their career. Comedy teams — make that successful comedy teams — display all of the features of high performance teams. Their performance requires dedicated commitment, a high sense of trust and strong interpersonal relationships. For instance, in live performance, things rarely go exactly as planned. It's up to the team members to adapt as they go, in response to the odd things that happen. Courtesy U.S. Library of Congress.

Most organizations execute their work in groups they call teams. When they really are teams, they're very effective. An increasingly common structure is the "virtual team," which usually consists of people from different organizations, or people who reside at different geographical sites, or both.

Both of the qualities of being virtual and being distributed tend to make team formation more difficult, because they hinder the development of warm, trusting, personal relationships.

Although virtual teammates do coordinate their efforts, the personal dimension of their collaboration is sometimes so limited that we cannot truly call them teams. Sometimes, they know each other only through email, text, or telephone, and the telephone calls are often at odd hours. They are teams in name only — TINOs.

That's fine, but problems arise when we try to manage TINOs as if they were teams. If we expect members of TINOs to identify with the group, and if we expect team management techniques to work when we aren't actually dealing with teams, we're headed for trouble.

In a future article, we'll discuss management techniques for TINOs. But let's begin by examining the attributes of TINOs.

Conflicting commitments
The defining feature of a team is that its people work together so closely that they can anticipate each other's strides and stumbles. When needed, they step in to support each other, and their support is welcome. In TINOs, when almost everyone is working on multiple teams, it's hard to focus on teammates or what they might need.
Limited sense of trust
Although a TINO's people sometimes make commitments, their "honoring rate" can be low. It's not that they don't care — they're usually just overcommitted, or they don't really feel allegiance to the TINO. This leads to a low level of trust, which they replace with "monitoring." That is, they spend significant effort reporting to each other and to "those responsible" about how things are going. Trust is much cheaper than monitoring, but it's impossibly unreliable when people are so overcommitted.
Weak interpersonal relationships
Although a TINO's people
sometimes make commitments,
their "honoring rate"
can be low
In TINOs, many relationships between pairs of team members are weak, and limited to the task at hand. In fact, some pairs have never even met. To each other, many are just voices on the phone — they've never seen photos of each other, and never visit each other's offices. When the project gets into trouble, and they convene an Emergency Project Review, some team members meet for the very first time, even though they've been "working together" for months (or longer!).

Conflicting commitments, a limited sense of trust, and weak interpersonal relationships can have varying effects — think of them as possible indicators of risk. Almost anything you do to reduce split assignments, to create trust, and to strengthen personal relationships will help. What can you do today? Go to top Top  Next issue: Remote Facilitation in Synchronous Contexts: I  Next Issue

303 Tips for Virtual and Global TeamsIs your organization a participant in one or more global teams? Are you the owner/sponsor of a global team? Are you managing a global team? Is everything going well, or at least as well as any project goes? Probably not. Many of the troubles people encounter are traceable to the obstacles global teams face when building working professional relationships from afar. Read 303 Tips for Virtual and Global Teams to learn how to make your global and distributed teams sing. Order Now!

For more about Trust, see "Creating Trust," Point Lookout for January 21, 2009, "The High Cost of Low Trust: I," Point Lookout for April 19, 2006, and "Express Your Appreciation and Trust," Point Lookout for January 16, 2002.

Your comments are welcome

Would you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Bowling pins for ten-pin bowlingPygmalion Side Effects: Bowling a Strike
Elise slowly walked back to her office, beaten. Her supervisor, Alton, had just given Elise her performance review — her third consecutive "meets expectations." No point now to her strategy of giving 120% to turn it all around. She is living a part of the Pygmalion Effect, and she's about to experience the Pygmalion Side Effects.
US Medal of HonorExpress Your Appreciation and Trust
Some people in your organization have done really outstanding work. You want to recognize that work, but the budget is so small that anything you could do would be insulting. What can you do? Express your Appreciation and Trust.
Horns of a dilemmaChoices for Widening Choices
Choosing is easy when you don't have much to choose from. That's one reason why groups sometimes don't recognize all the possibilities — they're happiest when choosing is easy. When we notice this happening, what can we do about it?
A red-tailed hawkAppreciate the Moment
Often, we focus our awareness where we aren't or when we aren't. Whether we're in a heated meeting, or blowing out the candles of a birthday cake, being fully present can make our experiences more positive and memorable. Why are we so often someplace else? When we are, how can we come back? Or better, how can we stay fully present when we want to?
Perceptual illusions resulting from reificationThe Reification Error and Performance Management
Just as real concrete objects have attributes, so do abstract concepts, or constructs. But attempting to measure the attributes of constructs as if they were the attributes of real objects is an example of the reification error. In performance management, committing this error leads to unexpected and unwanted results.

See also Personal, Team, and Organizational Effectiveness, Effective Meetings, Project Management and Virtual and Global Teams for more related articles.

Forthcoming issues of Point Lookout

Assembling an IKEA chairComing October 7: Seven More Planning Pitfalls: III
Planning teams, like all teams, are vulnerable to several patterns of interaction that can lead to counter-productive results. Two of these relevant to planners are a cognitive bias called the IKEA Effect, and a systemic bias against realistic estimates of cost and schedule. Available here and by RSS on October 7.
Crows mobbing a red-tailed hawkAnd on October 14: Power Mobbing at Work
Mobbing is a form of group bullying of an individual — the target. Power mobbing occurs when a politically powerful person orchestrates the mobbing. It's a form of bullying that is especially harmful to the target and the organization. Available here and by RSS on October 14.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power

Many The Power Affect: How We Express Personal Powerpeople 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.

Bullet Points: Mastery or Madness?

DecisBullet Point Madnession-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.