Ebooka przeczytasz w aplikacjach Legimi na:
Odsłuch ebooka (TTS) dostępny w abonamencie „ebooki+audiobooki bez limitu” w aplikacji Legimi na:
Skill 1: Build safety
Skill 2: Share vulnerability
Skill 3: Establish purpose
Table of Contents
The people in high-performing teams always feel like they are part of a tight-knit family rather than part of an organization. They feel like they belong and that they connect with each other in such a way there's a kind of chemistry at play. They also have confidence others will have their backs come what may. To form and build a great team, find ways to build safety and a sense of belonging for everyone.
We naturally assume that if you pack highly talented individuals into a team, they will figure out how to work well with each other. To test this theory, Peter Skillman (who is a designer and engineer) put together an interesting project. Skillman assembled several four-person teams who were instructed to build the tallest possible structure from the following items:
Skillman put together teams from four prestigious universities as well as a team of lawyers and a team of business managers. He also included a team of four kindergarten-age children as well.
Without fail, the adult teams would start out by examining the materials, doing some brainstorming, generating several ideas, identifying the approach with the most potential and then executing on the best idea from all the available options. Very logical, rational and professional.
By contrast, the kindergartners took a radically different approach. They didn't do any strategizing at all but simply grabbed the materials and started building. They stood very close to each other and would abruptly grab materials from each other if they could see a better way of doing something. Their entire technique could be described as "trying a bunch of stuff together".
It's natural to assume the adults would excel in this type of exercise but that assumption turned out to be incorrect. The teams of business school students averaged less than 10-inches whereas the kindergartners consistently built structures which were 26-inches tall.
In turned out the business students tended to spend most of their time worrying about who was in charge and whether it was polite to criticize each other. The kindergartners didn't worry about that at all. They stood by each other so they could see what was going on. The kindergartners spotted problems immediately and then tried something else. They excelled not because they were smarter than the other team individually but because they worked together in smarter ways. That's the magic of teams.
When social scientists at the MIT Human Dynamics Lab started analyzing successful teams in depth, they noted that most highly successful teams describes themselves as being part of a "family" more than a member of a team. This goes beyond being friends with other team members or even part of a tribe. Good teams have a chemistry which is almost addictive.