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The personalities, attitudes, or behavioural styles of the team members don’t matter. What matters are certain enabling conditions.
Add members only when necessary. Larger teams are more vulnerable to poor communication, fragmentation and “free riding” (due to a lack of accountability). Not more members than the minimum. (More than good enough is too much).
Teams are vulnerable to two “corrosive problems”: “us versus them” thinking and incomplete information
Compelling direction – we have a goal that we want to reach
Strong structure – well-designed rules, norms, tasks and processes. Discourage destructive behaviour.
Diversity in knowledge, views and perspectives. The right mix of “cosmopolitan” and “local” members.
a good reward system (reinforces good performance)
a good information system (provides access to the data)
a good educational system (training)
material resources (funding, technological assistance)
Shared mindset (not each member needs technical or social skills, but the team overall needs a healthy dose of both)
Destructive behaviour: withhold information, pressure people to conform, avoid responsibility, cast blame upon individual members
Promote positive dynamics