December 10, 2009
Num artigo do Financial Post de Setembro, pode ler-se o seguinte:
“An effective team has to be able to respond quickly[…] And for that, we need a forum for robust dialogue.
A formally constituted team comes from the desire to work collaboratively […] There is a shared commitment to goals that has the support of individual team members, and in turn supports them.
An effective team […] contrasts with a more common hierarchical approach to business goals, “the command-and-control approach.”
The effective team are […] The Magnificent Seven rather than The Good, The Bad and The Ugly.
To have and effective teams […]Businesses need to shift from individual bonuses to team-based bonuses, to flatten out their reporting structure.
What may not be a Team? […] A committee is a weak variant of a team […] A team […] is the opposite of a committee in that it has a unifying purpose and values to which all members ascribe, despite their position within the organization.
How to build a team? […] Peer mentoring is a team learning system that lets people teach each other […] Workshops have their place in leadership development, but most corporations don’t have a significant way to transfer that knowledge into skills.”
Peer Mentorig […] challenges people to take ownership of their careers. As long as no direct reporting is involved, it works magically.
How a effective team looks like?[…] include enough people, and a good cross-section of skills. We call it collective intelligence. The worst thing to do is try to figure out things by yourself.
Ainda no mesmo artigo são sugeridas oito características de uma boa equipa:
EIGHT TEAM MUST-HAVES
- Must have a meaningful purpose that all members care about.
- Can’t be too large. Some experts suggest capping at 20. Field cautions against there being too little work for all members.
- Needs a diverse set of skills appropriate to the goals.
- Needs to be physically together. Even having some team members on different floors can hurt the team.
- Succeeds or fails together. No stars or scapegoats.
- Shares leadership. Of course there is one leader, but he or she should be willing to step aside when another team member’s skills are required.
- Has strong shared norms and expectations of behaviour. These are soft skills that often need to be taught.
- Needs time. “You lose advantages if you hurry,” Prof. Field says. “Slow it down for the process to work.”