In two earlier essays about teamwork myths, I explored myths about forming teams and myths about conflict within teams. In this third installment I look at myths about the supposed need to surrender the self to the team.
- There's no "I" in team
- This clever slogan (clever in English, that is) implies that team members can support team goals only if they abandon their individual goals. Many in management and team leadership roles believe that teams are manageable only if their members subscribe to this belief. Ironically, from the management perspective, it is a self-serving belief.
- The reality can be disappointing. First, most performance management systems emphasize individual performance. Performance management focuses on compensation, which is essentially individual in many organizations. Second, although team performance is not the sum of individual performances, it does arise, in part, from individual performance. In most organizations, there is plenty of "I" in team; but there is also "we." The complexity and richness of this situation can't be captured in a slogan.
- The inherent need of humans to be individuals limits team effectiveness
- Plausible-sounding as this assertion might be, it offers no explanation or justification. Precisely how does human individuality limit team effectiveness?
- Certainly there are examples of conflict and dissension in teams, but there are also examples of teams of people with complementary skills, offering each other mutual support. Tension there may be, but team members and team leaders around the world can learn — and have learned — how to manage it.
- Ambition and insecurity always undermine cooperation
- I've seen this myth in use personally. Job insecurity can indeed undermine the willingness to cooperate. When job insecurity or desire for promotion or plum assignments is in the air, cooperation seems risky.
- The important word here is always. Managers who encourage cutthroat competition, or who use layoffs or pay freezes to deal with the consequences of bad decisions or bad strategy, or to protect shareholder value at the expense of employees, will undoubtedly limit cooperative behavior. Sadly, it's a tradeoff many managers make willingly, if sometimes blindly. But it's a tradeoff, not an axiom. Insecurity is less threatening to cooperation if we work to limit insecurity.
In a workplace where people
feel respected, they usually
respond by taking
the initiativeIn a workplace where people feel respected by peers, by subordinates and by supervisors, they usually respond by taking initiative. They seek not only to demonstrate their willingness and ability to contribute, but also to help their co-workers do the same. They do this, in part, because they benefit themselves when they and their co-workers excel. "I" and "We" blend together, in a way.
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Forthcoming issues of Point Lookout
- Coming October 4: Self-Importance and Conversational Narcissism at Work: I
- Conversational narcissism is a set of behaviors that participants use to focus the exchange on their own self-interest rather than the shared objective. This post emphasizes the role of these behaviors in advancing a narcissist's sense of self-importance. Available here and by RSS on October 4.
- And on October 11: Self-Importance and Conversational Narcissism at Work: II
- Self-importance is one of four major themes of conversational narcissism. Knowing how to recognize the patterns of conversational narcissism is a fundamental skill needed for controlling it. Here are eight examples that emphasize self-importance. Available here and by RSS on October 11.
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