Making The Whole HIGHER THAN The Sum Of The Parts


Making The Whole HIGHER THAN The Sum Of The Parts

An study of what makes an effective team and just why frequently a team with all the current raw ingredients necessary to be high performing falls well in short supply of its potential. When was the last time that you noticed the expression “variety is the spice of life”? In what context was it used?

Was it applied to encounters? Well – it could be. Was it applied to groups? Well – it ought to be! And team building can help it add that spice. My definition of a united team is one in which the entire is greater than the sum of the parts. Otherwise, it is only a collection of individuals. I think it is impossible to imagine how my definition may be accomplished if the team is made up of clones os an individual individual – no matter how good that each is.

Making the complete higher than the sum of the parts is about exploiting the distinctions between people, not the similarities. All too often Yet, the variations become weaknesses of the strengths they should be instead. What is the key symptom of the? Unproductive turmoil within the united team. What is the usual remedy for this?

Those in conflict keep apart – either on their own effort or because they management steps in and enforces the length. I see this as a waste. Difference is good. It leads to more options, better decisions and higher performance. If it can be channelled. The hard part is within recognising the worthiness. Without seeing the potential, what’s remaining are problems.

Why are even fundamental variations between individuals in the same team collectively a positive feature? Let’s take an example. Suppose Sam is an energetic “up and at ’em” kind of character. Sam likes new things, likes challenging and is naturally extrovert. Sam doesnt treatment much for fine detail and wants things done now always.

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A colleague, Pat, is a much quieter and infinitely more diligent individual. Pat believes that there is a accepted place for everything and everything should be in its place. Focus on detail is amongst Pat’s greatest strengths and Pat doesn’t like to begin something without all the resources necessary to complete it being at hand. Sam feels Pat is too gradual and much too pedantic.

Pat feels Sam is slapdash and a showcase. They don’t really much like each other. Their romantic relationship is a source of tension in the team. Enter Sam and Pat’s manager. What does she or he do? Option one apart is to keep them. Put them on different projects if possible. Move these to opposite sides of the division, maybe. Rather than, ever feed them after midnight.

With good fortune, the disruption to the team’s accomplishments will be kept to the very least. Option two is a harder decision for the supervisor – but isn’t that what he or she is paid for? While their natures provide all the ingredients essential for gunpowder in the right proportions, Sam and Pat have highly complementary skill models actually.

If the manager desires something done well when time is not of the substance, Pat are certain to get the job surely. If it’s new or needs to be done quickly, Sam will be first choice. Of course, what usually happens is that the manager needs it done both quickly and well.

A mixture of the two is what’s needed. Combine Sam’s natural capability to rise to a challenge quickly with Pat’s diligence and attention to detail and the perfect combination is available. If Sam and Pat can be helped to appreciate one another’s talents and work with one another effectively.