work done by a Team, esp DAndD

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Team Is The Focus

Management Team

The Discipline of [Virtual Teams] by [Jon R Katzenbach] and [Douglas K Smith]

• A compelling and commonly held performance challenge is what creates teams, not the desire to be a team. (BHAG?)

• If your small group can achieve its performance goals through the sum of individual assignments and achievements, then you should not use a team approach. Traditional hierarchy and a single-leader discipline is a more efficient way to meet your goals. But if your group's performance objective requires people to deliver work and results jointly, with multiple leadership inputs, then you are well advised to use the team discipline.

• Our latest book, The [Discipline Of Teams], argues that virtual [Work Groups] that seek team performance must master two different disciplines: "single leader" and "team."

• They also said, in "The Discipline of Teams" (article, not book),

  • To understand how teams deliver extra performance, we must distinguish between teams and other forms of Working Group-s. That distinction turns on performance results. A working group's performance is a function of what its members do as individuals. A team's performance includes both individual results and what we call "collective work-products." A collective work-product is what two or more members must work on together, such as interviews, surveys, or experiments. Whatever it is, a collective work-product reflects the joint, real contribution of team members.

  • Many groups that run things can be more effective as Working Group-s than as teams. The key judgment is whether the sum of individual bests will suffice for the performance challenge at hand or whether the group must deliver substantial incremental performance requiring real, joint work-products. Although the team option promises greater performance, it also brings more risk, and managers must be brutally honest in assessing the trade-offs.

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