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:
- Email Happens
- Email is a wonderful medium for some communications, and extremely dangerous for others. What are its
limitations? How can we use email safely?
- Filtered Perceptions
- How we see things influences how we see things, almost like a filter or sunglasses. What are your filters?
- Scope Creep and the Planning Fallacy
- Much is known about scope creep, but it nevertheless occurs with such alarming frequency that in some
organizations, it's a certainty. Perhaps what keeps us from controlling it better is that its causes
can't be addressed with management methodology. Its causes might be, in part, psychological.
- Compulsive Talkers at Work: Peers II
- Our exploration of approaches for dealing with compulsive talkers now concludes, with Part II of a set
of suggestions for what to do when peers who talk compulsively interfere with your work.
- Toxic Conflict in Teams: Attacks
- In toxic conflict, people try to resolve their differences by eliminating each other's ability to provide
opposition. In the early stages of toxic conflict, the attacks often escape notice. Here's a catalog
of covert attack tactics.
Forthcoming issues of Point Lookout
- Coming March 27: Stone-Throwers at Meetings: II
- A stone-thrower in a meeting is someone who is determined to halt forward progress. Motives vary, from embarrassing the chair to holding the meeting hostage in exchange for advancing an agenda. What can chairs do about stone-throwers? Available here and by RSS on March 27.
- And on April 3: Career Opportunity or Career Trap: I
- When we're presented with an opportunity that seems too good to be true, as the saying goes, it probably is. Although it's easy to decline free vacations, declining career opportunities is another matter. Here's a look at indicators that a career opportunity might be a career trap. Available here and by RSS on April 3.
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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.