Workplace teams have been studied to death in recent years, and the verdicts are in. They’re a success—and a disaster. They lead to big productivity improvements—and they peter out ineffectively. People love ’em. People hate ’em.
In fact, says psychology professor J. Richard Hackman of Harvard University, researchers find that work teams cluster at opposite ends of the success continuum. Many function beautifully; many others fail miserably. Few are in the middle.
The good news is that teams have been so well studied and that people at so many companies have worked in teams for many years. All this research and experience have produced new insights into what distinguishes the successes from the failures. What matters most, it turns out, is how teams are managed—and whether the organizations they’re part of provide them with the support they need.
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