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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More articles on Emotions at Work:
- You Remind Me of Helen Hunt
- At a dinner party I attended recently, Kris said to Suzanne, "You remind me of Helen Hunt."
I looked at Suzanne, and sure enough, she did look like Helen Hunt. Later, I noticed that I
was seeing Suzanne a little differently. These are the effects of hat hanging. At work, it can damage
careers and even businesses.
- Demanding Forgiveness
- Working together under stress, we do sometimes hurt each other. Delivering apologies is a skill critical
to repairing those hurts and maintaining our relationships.
- Can You Hear Me Now?
- Not feeling heard can feel like an attack, even when there was no attack, and then conversation can
quickly turn to war. Here are some tips for hearing your conversation partner and for conveying the
message that you actually did hear.
- Unintended Consequences
- Sometimes, when we solve problems, the solutions create new problems that can be worse than the problems
we solve. Why does this happen? How can we limit this effect?
- Quips That Work at Work: I
- Perhaps you've heard that humor can defuse tense situations. Often, a clever quip, deftly delivered,
does help. And sometimes, it's a total disaster. What accounts for the difference?
Forthcoming issues of Point Lookout
- Coming June 20: Managing Dissent Risk
- In group decision making, dissent risk is the risk that dissents about important decisions will be rejected without due consideration. As a result, group decision quality can suffer, and some groups will actually eject dissenters. How can we manage dissent risk? Available here and by RSS on June 20.
- And on June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
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- The Race to the South Pole: The Power of Agile Development
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227:
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
- 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.