The Glasers
  • Courses
    • All Courses
    • BreakThrough Conflict
    • Hardwiring Teamwork
    • Persuasion & Influence
  • Ways To Learn
  • Trainer Training
  • Results And Impact
    • Results
    • Impact
  • About Us
    • Meet The Glasers
    • Meet The Team
  • Contact

Quest for the Ideal Team

3/29/2016

4 Comments

 
Picture
Studies repeatedly show that teams tend to innovate, solve problems, and spot mistakes faster than individuals—and that people working in teams report higher job satisfaction. But what kind of team do you think performs best?


A. A team whose members—each an expert in their own area—speak strictly on their area of expertise, eschew sidebar chitchat, and part right after meetings; or


B. A mixed team of executives and middle managers whose members contribute an equal amount, who are attuned to one another's  communication nuances, and who hang around after meetings to chat about their personal lives.

Five years ago, Google became focused on constructing the ideal team. Its “Project Aristotle” scrutinized everything about the interactions of a vast number of the company’s teams and reviewed a half-century of academic studies. In the end, Project Aristotle researchers concluded that understanding and influencing group norms were the keys to improving Google’s teams—and that successful teams shared the norms of “conversational turn-taking” (over time, everyone speaks an equal amount) and high “social sensitivity” (members were skilled on intuiting how one another felt based on voice tone, facial expressions, and other non-verbal cues).

Long story short: If you have a chance to create or participate in a team, opt for Team B. Team A may be filled with high performing individuals, but the problems is that they remain individuals. Their team norms discourage equal speaking, and there are few exchanges of the sort of personal information that let teammates pick up on what people are leaving unsaid.


We want to hear: Are you part of a team that resembles Team A or Team B? What do you see as its advantages or disadvantages? To join the conversation, click "comments" on our Community of Practice Forum.
 
If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion.


4 Comments
Simon Shaw
3/29/2016 03:43:17 pm

Hello - thanks for posting this article. The Team that I work in is definitely more Team B than Team A, although we still have some way to go. The article made me think that it is incumbent on all members to contribute, and respect the contribution of others. If some team members are naturally quiet and reserved they should be encouraged, gently, to make a contribution to discussions.

Reply
Susan
4/1/2016 10:09:08 am

Thanks for this Simon. We couldn't agree more! The strongest, most highly performing teams are those where all members contribute to discussions -- and where everyone is committed to bringing the quietest voices into the discussion. Check out our work on PRES/Group Facilitation Skills for specific tips to make this happen.

Reply
Melissa Marosy
8/21/2016 02:58:27 pm

A "team" I was a part of for many years (and in many ways it is the team I am still am) was composed of 12-18 or so individuals with expertise in totally different areas--one in conflict resolution, one in recreation, one in ecosystem management, one in fire, one in engineering, etc. We all worked under the same supervisor because we were (and are) all part of an innovative program within the US government where we operate as a small business within the government. Some areas of expertise overlap more than others, but as far as being a true team, we really were not. Early on the team tried (pretended?) to use consensus as its decision-making model, and we were totally unsuccessful. I'm a huge advocate of consensus, but after doing a fair amount of research (and before I was introduced to the Glaser model), I realized that consensus was just not appropriate for this team, because everyone had their own interests in mind, and because of the business model we were working under there was no incentive to truly work together for the overall good of the team. It was a totally virtual team, which didn't help. Very few opportunities to just chat after meetings. The meetings (conference calls) became quite tedious, with a few people willing to speak up, and everyone else remaining silent. I eventually taught the Glaser model to this group, and a few took it to heart. (At an in-person meeting a year or so ago, I saw one person open up their folder for the meeting and right on top were the handouts on Task Skills and Relationship Skills.) But sadly, leadership did not embrace the model. Some of us are getting better at the "social sensitivity" mentioned in the article. But it's tough when we don't have any visual clues. And clearly everyone is not having an equal voice. Very frustrating for someone like myself who is so passionate about being inclusive and using consensus and collaborative problem solving whenever possible.

Reply
susan
8/22/2016 10:43:46 am

Thanks for this Melissa. You have identified some clear barriers to creating consensus: virtual team members with opposing agendas and little social interaction. When you add in lack of leadership commitment to the model, the problems multiply. Glad you have incorporated our collaboration models into your life and other groups you are part of.

Reply

Your comment will be posted after it is approved.


Leave a Reply.

    Picture

    Sign Up for Our
    Weekly Communication
    Capsule Blog

    * indicates required

    RSS Feed

    Archives

    April 2025
    March 2025
    February 2025
    January 2025
    December 2024
    November 2024
    October 2024
    September 2024
    August 2024
    July 2024
    June 2024
    May 2024
    April 2024
    March 2024
    February 2024
    January 2024
    December 2023
    November 2023
    October 2023
    September 2023
    August 2023
    July 2023
    June 2023
    May 2023
    April 2023
    March 2023
    February 2023
    January 2023
    December 2022
    November 2022
    October 2022
    September 2022
    August 2022
    July 2022
    June 2022
    May 2022
    April 2022
    March 2022
    February 2022
    January 2022
    December 2021
    November 2021
    October 2021
    September 2021
    August 2021
    July 2021
    June 2021
    May 2021
    April 2021
    March 2021
    February 2021
    January 2021
    December 2020
    November 2020
    October 2020
    September 2020
    August 2020
    July 2020
    June 2020
    May 2020
    April 2020
    March 2020
    February 2020
    January 2020
    December 2019
    November 2019
    October 2019
    September 2019
    August 2019
    July 2019
    June 2019
    May 2019
    April 2019
    March 2019
    February 2019
    January 2019
    December 2018
    November 2018
    October 2018
    September 2018
    August 2018
    July 2018
    June 2018
    May 2018
    April 2018
    March 2018
    February 2018
    January 2018
    December 2017
    November 2017
    October 2017
    September 2017
    August 2017
    July 2017
    June 2017
    May 2017
    April 2017
    March 2017
    February 2017
    January 2017
    December 2016
    November 2016
    October 2016
    September 2016
    August 2016
    July 2016
    June 2016
    May 2016
    April 2016
    March 2016
    February 2016
    January 2016
    December 2015
    November 2015
    October 2015
    September 2015
    August 2015
    July 2015
    June 2015
    May 2015
    April 2015
    March 2015
    February 2015
    January 2015
    December 2014
    November 2014
    October 2014
    September 2014
    August 2014
    July 2014
    June 2014
    May 2014
    April 2014
    March 2014
    February 2014
    January 2014
    December 2013
    November 2013
    October 2013

    Categories

    All
    BreakThrough Conflict
    Children & Young Adult
    Communication
    Community Of Practice
    Hardwiring Teamwork
    Leadership
    Persuasion And Influence

​Communication Capsule Blog
Press/Media Resources
​Learning Products
Organizational Culture Survey
III Survey

Glaser & Associates, Inc.
Executive Offices
1740 Craigmont Avenue, Eugene, OR 97405
541-343-7575 | 800-980-0321
[email protected]
Privacy Policy | Terms & Conditions
© 2019 Glaser & Associates.  All Rights Reserved.
  • Courses
    • All Courses
    • BreakThrough Conflict
    • Hardwiring Teamwork
    • Persuasion & Influence
  • Ways To Learn
  • Trainer Training
  • Results And Impact
    • Results
    • Impact
  • About Us
    • Meet The Glasers
    • Meet The Team
  • Contact