Team Building - Developing Performing Teams

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Team Conflicts, Argyris, Team Learning, Peter Senge, skill, Team Building, Teamwork, collective work-products, leadership, Michael Dell, John Medica

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Team Size and Skills

Generally the number of people in a team ranges from 2 to 25. The majority of teams studied by Katzenbach and Smith¹¹ had less than ten members. According to them though a team of 50 or more members is theoretically possible, but such a team will invariably break off into sub teams and will rarely function as a single and cohesive unit. This is because interactions can be rarely constructive in such teams. A team with around 10 members can be far more effective than a team that has more than 50 people.

In the latter, individual differences, functional differences, and hierarchical differences are more when compared to a team with members. It is also easier to have joint accountability in small teams. Large teams also have to address issues such as availability of physical space (more people means more space), time (it is difficult to identify an appropriate time for so many people to meet), and crowd or herd behavior. Such issues limit the wholesome involvement of people in the team and as a result a cohesive team rarely gets built. It is also difficult for large teams to shape their common purpose.

As the group has too many people, common purpose ends up as superficial missions or well-meaning intentions. Without a clear purpose, no concrete objectives can be reached and without concrete objectives, team members are not sure about their roles in the team. This leads to cynicism, which blocks future team efforts. For teams to be successful, a right mix of skills is as important as right size. Teams need to have an appropriate complement of skills to accomplish the team's task. Often these skills are lacking in many potential teams. The skills necessary for teams can be broadly classified into technical or functional expertise, problem solving and decision-making skills, and interpersonal skills.

Composition of Teams

Teams are often formed based on personal compatibility or formal position. Very rarely are they formed based on the functional expertise of their members. It is important for teams to have problem-solving skills to identify problems and opportunities, evaluate the different options, available to them and decide which option is better. The understanding among team members and shaping of a common purpose depends on effective communication and constructive conflict.

This is turn depends on interpersonal skills such as risk taking, active listening, helpful criticism, and appreciation of the interests and achievements of others. Only rarely do teams have all the skills necessary to accomplish the task. So selection of team members should be based on proven skills¹². Commitment to a common approach (the way things have to be accomplished) is at least as important as commitment to purpose and goals. The team must have clear idea as to how the purpose and goal of the team is going to be accomplished. There should be an agreement (refer to Exhibit 1.2) on:

• Who will do what?
• What are the schedules, and how they are to be met?
• What are the skills that need to be developed?
• How the team will take decisions?
• On what basis will the team change the existing way of accomplishing its purpose?

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11] In Warren Bennis is a leading thinker on Leadership.
12] The team invented the atomic bomb.