Teams enable us to do things we could never accomplish working individually — or if we could accomplish them, they would just take too long to be worth doing. For that reason alone, we need teams. But working in teams carries with it risks that arise much more often than when we work as individuals. Here's a short catalog of these risks.
- Runaway damage risk
- The power of teamwork amplifies not only the team's ability to do good, but also its ability to do damage. When we produce wrong-headed output for whatever reason, we must undo the damage we do. But before recognizing what happened, a team can do much more damage than an individual can.
- Interpersonal conflict risk
- When there are interpersonal problems in teams, everyone's productivity can be degraded. And the conflict might be unrelated to the work at hand. It can be a residual effect of a previous effort, or it can arise from something as unrelated to the work as unfounded rumors of changes in office assignments.
- Decision-making risk
- The word team means different things to different people. For example, with respect to decision processes, some of us believe that team means that each person's opinion is of equal weight. Others are searching only for work to do, and will do that work without question. Teams must define their decision processes for corresponding classes of situations. If they don't, each member will assume that their preferred decision process is in force. That difference in expectations can lead to interpersonal conflict. See "Decisions, Decisions: I," Point Lookout for November 17, 2004, for a summary of common decision processes.
- Coordination risk
- Teamwork is inherently parallel. The working members of the team assume that the parts they're working on will fit with the parts other people are working on. If a problem develops, and one of the parts has to be revised, some of the work already completed might have to be done again. This possibility is much less likely when a single person does all the work, because that person is presumably aware of all that has been done or will be done. Coordination risk is highest when interpersonal communication is the least effective, or when uncertainty is greatest.
- Wariness risk
- Inherent in The power of teamwork amplifies
not only the team's ability to do
good, but also its ability to do damageparallelism is the need to trust that teammates working on other elements are honoring their commitments. That is, we give our all to one portion of the work, trusting teammates to do the same with theirs. If trust is absent, and people become wary, they devote some of their efforts to protecting themselves from blame. That is what makes wariness so expensive.
- Intra-task deadlock risk
- Within the team's task, deadlock occurs when some members of the team are waiting for the output of one or more of the rest of the team. The whole thing can lock up if a dependency loop develops. If a subtask is late because of unanticipated difficulty or lost workdays, the rest of the team can become stuck.
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. It helps readers learn the subtle cues that indicate that a project is at risk for wreckage in time to do something about it. It's an ebook, but it's about 15% larger than "Who Moved My Cheese?" Just . Order Now! .
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More articles on Project Management:
- Restarting Projects
- When a project gets off track, we sometimes cancel it. But since canceling projects takes a lot of courage,
we look for ways to save them if we can. Often, things do turn out OK, and at other times they don't.
There's a third choice, between pressing on with a project and canceling it. We can restart.
- Some Causes of Scope Creep
- When we suddenly realize that our project's scope has expanded far beyond its initial boundaries —
when we have that how-did-we-ever-get-here feeling — we're experiencing the downside of scope
creep. Preventing scope creep starts with understanding how it happens.
- Who Would You Take With You to Mars?
- What makes a great team? What traits do you value in teammates? Project teams can learn a lot from the
latest thinking about designing teams for extended space exploration.
- Flanking Maneuvers
- Historically, military logistics practice has provided a steady stream of innovations to many fields,
including project management. But project managers can learn even more if we investigate battlefield tactics.
- The Ultimate Attribution Error at Work
- When we attribute the behavior of members of groups to some cause, either personal or situational, we
tend to make systematic errors. Those errors can be expensive and avoidable.
Forthcoming issues of Point Lookout
- Coming July 8: Multi-Expert Consensus
- Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact. Available here and by RSS on July 8.
- And on July 15: Disjoint Concept Vocabularies
- In disputes or in problem solving sessions, when we can't seem to come to agreement, we often attribute the difficulty to miscommunication, histories of disagreements, hidden agendas, or "personality clashes." Sometimes the cause is much simpler. Sometimes the concept vocabularies of the parties don't overlap. Available here and by RSS on July 15.
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- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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