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Team-Work Requires People To Do Their Own Work

The great organizational paradox is that effective group collaboration stems from clear recognition of individuals and individual accountability combined with clear specifications of required working role relationships.

- Eliot Jaques: Social Power and the CEO. 2002

TEAM-WORK REQUIRES PEOPLE TO DO THEIR OWN WORK

The thought that teams can be established from an unclear understanding of who is going to complete which task, by when, to what standards creates strife and un-rest amongst people and the teams they are on.

When people on the team know that each member has a specific role and skill set to utilize then all people feel that they are working. 

THE FALLACY OF TEAM-WORK IS THAT EVERYONE SHARES THE RESPONSIBILITY


NO – this creates a team where NO-ONE is responsible. It is the managerial leadership’s role to hold each team-member responsible to contribute their best work. The team as a collective can NEVER hold an individual accountable because they have no authority over that person and how they complete their best work. The person who is under-performing is on the same level as the team members. Creating a situation where a person can under-perform on a team task, and no-one does anything because they are equal in position.

How often have you seen this, a person on the team does sub-standard or no work and nothing happens?!


This is why clear individual goals and tasks (held accountable by the manager of the person) and clear specifications of which person is to complete which specific task, with a time frame needs to be established in order to have effective team-work occur.

When these relationships are realistically worked out and specified clear and distinctly will the needs of people on teams to do their best work, that contributes to the teams collective goal be achieved.