Have you ever been asked to work with a team, then observed team members interacting with each other, well… never?
The desire to transform an organizational culture to one inspired by teams is understandable. There is no shortage of evidence, both anecdotal and scientific, which suggests teams (and teamwork) are a competitive advantage. The desire for such results through the use of self-organizing teams has led to the popularization of teams as a common organizational design.
What I’ve found in my career, however, is a tendency for organizations to both manage and incentivize teams like a “matrix” (of individuals) despite the assumption or label of “team”. The net effect is predictable: silos within teams. Research has shown my experience to be prevalent and related to inattention of cause-effect relationships between people and their environment, plus absent knowledge of base conditions which invite teamwork (Devine et al., 1999). Continue reading