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Why Teams Dont Work - Harvard Business Review

Commentary

EXCA 1st year- Student: Mititean Pompei

To do part of a team is the most beautiful thing that can happen, to work in a team is
something that you cant describe because teamworks makes us more creative and
productive and help us to link friends and have a social life more interesting and
unpredictable, but not always things are what they seem.

HBR senior editor Diane Coutu interviewed J. Richard Hackman, the Edgar Pierce Professor
of Social and Organizational Psychology at Harvard University and a leading expert on
teams, and they discussed why teams dont work? After the interview I found a lot of
inconvenient that appear in a team, and what the causes are why teams dont work.

For a team to be successful, it needs to be real. Why? Because in every team exist people
unwilling to work at finding collective solutions, and this team can get into trouble. This is a
really problem, if the team havent a past, if the members doesnt work together, if they
doesnt have the same beliefs, attitudes, knowledge, rules than it is not real, but if the
members of it are the same characteristics then a team can generate magic.

Sometimes a team dont work because it doesnt have a compelling direction. To have set up
a direction for the team is very important because she will know what to do and what is the
point of view of the leader. If the team is set up a direction, this can be emotionally
demanding because involve a lot of characteristic like authority, and team cant have
authority only members and this can be a conflict.

People generally think that bigger teams that work together harmoniously are better and
more productive than small ones, but this isnt truth. It is not truth! Why? Because in a bigger
team exist a lot of small teams, and the activities are different to one another but here are a lot
of advantages like: link friendship with others, specialization in certain activities etc.

Sometimes members become so comfortable and familiar with one another, they will
becoming complacent, and this is not an advantage. For prevent this need to exist a deviant, a
person who have humour sense, who put question like What if we looked at the thing
backwards or turned it inside out? but you will not boring in the team and this stop the
complacement.
Why Teams Dont Work - Harvard Business Review

By Diane Coutu
Quotes

EXCA 1st year- Student: Mititean Pompei

The belief that working in teams makes us more creative and productive is so widespread
that when faced with a challenging new task, leaders are quick to assume that teams are the
best way to get the job done.

I have no question that a team can generate magic. But dont count on it

You also say that a team needs a compelling direction...

Leaders who are emotionally mature are willing and able to move toward anxiety-inspiring
situations as they establish a clear, challenging team direction. But in doing so, a leader
sometimes encounters resistance so intense that it can place his or her job at risk.

Another fallacy is that bigger teams are better than small ones because they have more
resources to draw upon

Every team needs a deviant, someone who says, Why are we even doing this at all?

If teams need to stay together to achieve the best performance, how do you prevent them
from becoming complacent?

Bibliography
https://hbr.org/2009/05/why-teams-dont-work