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Ultimately leaders need to assess whether work is best accomplished by individuals working on their own or by selecting a group to collaborate together. The leaders needs to "find a balance between individual autonomy and collection action," says Hackman. "Either extreme is bad," he adds, and can be destructive.
Reprinted by permission of Harvard Business Review. Excerpted from "Why Teams Don't Work," Copyright (c) 2009 Harvard Business Review; All Rights Reserved. The full article can be purchased for $6.50.
Also of interest:
Book:
The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencioni, published by Jossey-Bass, March 2002. A fictional tale designed to help leaders manage teams
Book:
Great Business Teams: Cracking the Code for Standout Performance by Howard M. Guttman, published by Wiley, June 2008. Insight on what makes teams great, based on interviews with thirty-nine senior executives at twenty-five leading companies.
Book:
The Discipline of Teams by Jon R. Katzenbach and Douglas K. Smith, paperback published by Harvard Business School Press, January 2009. How to set up high-performance teams.
Book:
Eight Ways to Build Collaborative Teams by Lynda Gratton and Tamara J. Erickson, published by Harvard Business Review, November 2007, digital download available for $6.50. Two experts analyze the dynamics behind 55 large teams.
Article:
When Teams Fail: The Virtual Distance Challenge by Edward Baker, published by strategy + business, May 2007. Measuring why virtual teams fail.
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