Does teamwork always enhance the performance of organisations?
It might seem like a question that’s too obvious to ask. Practically every job description ever written demands ‘a good team player’.
Teams of all kinds pop up everywhere in organisations and the assumption is that they enhance organisational performance.
In fact the evidence for the supposedly stupendous power of teams is pretty weak. Hundreds of studies have been carried out examining people’s performance in groups.
Far from finding a huge boost to performance from teamwork, the studies are neutral or only show small benefits (Allen & Hecht, 2004). Here are some typical characteristics of groups from Hackman (1990):
- High performing groups are not normal, instead groups often have huge variations in ability from top to bottom.
- People in groups often waste time squabbling over goals.
- Groups frequently suffer downward performance spirals.
The message from the research is clear: the benefits of teamwork are nowhere near as clear as the fashion would suggest. Worse, sometimes the arbitrary implementation of teams reduces organisational performance. The classic example is group brainstorming which just doesn’t work (see my article on brainstorming).
Read More: Why Teamwork is Overrated