The sharing of information, expertise and experience within a team is an essential ingredient of performance. Yet, it doesn’t happen just because people sit in the same room, or in the same building. This is because sharing involves risks – social risks (holding unpopular beliefs), status risks (saying something foolish), career risks (disagreeing with the boss), etc. Few will take these risks unless there is trust. Continue reading
Can you think of an example of an effective working group? I can: a disaster rescue and recovery team. These are groups of men and women who, in the aftermath of a catastrophe, work to rescue the victims and to prevent subsequent loss of life. They are composed of specialists, like engineers, medics, electricians, and dog handlers. In the case of major disasters, such teams are brought in from several different countries. Some of them might never have worked together before. Yet the operation runs effectively. If teamwork is possible in such a diverse group, under intense time and performance pressure, in inhospitable working conditions, and among people who might not even have met before, why can it sometimes seem so difficult in the typical corporate environment?
The first task given to the attendees of a recent team-building seminar was to go out into the nearby woods on a treasure hunt. I heard about it from one of the disgruntled ‘treasure hunters’. Suffice it to say he was not best pleased by the request to search through damp undergrowth on a frosty January morning. Nor was it clear to him how this would improve the performance of his team of auditors and analysts.