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:
- Start a Project Nursery
- In a Project Nursery, professionals from across the entire organization collaborate to conceive of new
projects. When all organizational elements help decide which projects to investigate, the menu they
develop best suits organizational needs and capabilities.
- Communication Traps for Virtual Teams: I
- Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges
do they face, and what can we do about them?
- Down in the Weeds: I
- When someone says, "I think we're down in the weeds," a common meaning is that we're focusing
on inappropriate — and possibly irrelevant — details. How does this happen and what can
we do about it?
- Yet More Obstacles to Finding the Reasons Why
- Part III of our catalog of obstacles encountered in retrospectives, when we try to uncover why we succeeded
— or failed.
- Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite
our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep?
Forthcoming issues of Point Lookout
- Coming April 8: The New Virtual Meeting: Digressions
- The bane of meetings everywhere, even before the COVID-19 pandemic, has been digressions. But there are reasons to expect the incidence of digressions in meetings to increase now. What reasons could there be, and what can we do about digressions? Available here and by RSS on April 8.
- And on April 15: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 15.
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- Bullet Points: Mastery or Madness?
Decision-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.
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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.