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The new science of building great teams

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The new science of building great teams

  1. 1. The New Science of Building Great Teams Harvard Business Review April 2012
  2. 2. Introduction• Why some teams got excellent results, while other, seemingly similar, teams struggled?• Identified the elusive group dynamics that characterize high-performing teams• Observable, quantifiable and measurable• Teams can be taught how to strengthen them
  3. 3. 21 org. 7 yrs. 2,500 people
  4. 4. Looking for the "It Factor"• Key to high performance not in the content of discussions but in the manner of communication• Patterns of communication is most important predictor of a teams success• significant as all the other factors - intelligence, personality, skill...
  5. 5. Characteristics of successful teams1. Everyone talks & listens in equal measure2. Face one another, energetic conversations & gestures3. Connect directly with one another - not just with leader4. Side conversations within the team5. Go exploring outside the team and bring information back
  6. 6. Surprising Fact• The best way to build a great team• Not to select individuals for their smarts or accomplishments• But to learn how they communicate and to follow successful communication patterns
  7. 7. Key elements of communication Energy - number & nature of exchanges among team members The most valuable form : face-to-face The next valuable form : phone or video conf. The least valuable form : e-mail and texting
  8. 8. Key elements of communication Engagement - the distribution of energy among team members. Teams that clusters of members who engage in high-energy comm. while others do not participate dont perform as well
  9. 9. Key elements of communication Exploration - communication that members engage in outside their team. Essentially the energy btw. a team and the other teams. High-performing teams seek more outside connections, most important for creative teams. Engagement & Exploration dont easily coexist. Energy is a finite resource.
  10. 10. Beyond conventional wisdom• 35% of variation in performance accounted for simply by the # of face-to-face communication• Listening or speaking to the whole group about half the time, Engaging in one-on-one conversations on the other half of the time.• Social time critical to team performance - accounting for more than 50% of positive changes
  11. 11. The ideal team player• "Natural leaders" or "Charismatic connectors"• Communicating with everyone equally and Making sure all members get a chance to contribute.• Energized but focused listening• Connect their teammates with one another and spread ideas arounds
  12. 12. Hawthorne Experiment• 1920년 대 : Taylorism (과학적 관리론)• 1924 ~ 1932 in Western Electronics.• 작업장의 물리적 환경과 생산성과의 상관관계 연구• 제 2기 실험 Elton Mayo 교수• 물리적 조건보다는 개인적/사회적/조직내 역할관계 및 그가 속한 비 공식 조직의 힘• 인간관계론의 효시

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