the new complexity of teams requires companies to increase their capacity for collaboration, by making long-term investments that build relationships and trust, and smart near-term decisions about how teams are formed and run. appointing such a team is frequently the only way to assemble the knowledge and breadth required to pull off many of the complex tasks businesses face today. we looked at how often people within the team participated in informal socialization, and the type of interaction that was most common. using a range of statistical analyses, we were able to identify eight that correlated with the successful performance of teams handling complex collaborative tasks. we found that the greater the proportion of experts a team had, the more likely it was to disintegrate into nonproductive conflict or stalemate. however, our research shows that the higher the proportion of people who don’t know anyone else on the team and the greater the diversity, the less likely the team members are to share knowledge. cooperation increases when the roles of individual team members are sharply defined yet the team is given latitude on how to achieve the task. the headquarters is designed to improve communication, increase the exchange of ideas, and create a sense of community among employees.
nonetheless, we found that the perceived behavior of senior executives plays a significant role in determining how cooperative teams are prepared to be. however, we found that some teams had a collaborative culture but were not skilled in the practice of collaboration itself. to succeed, the teams needed the involvement and expertise of different parts of the organization. in the groups that had high levels of collaborative behavior, the team leaders clearly made a significant difference. however, at a certain point in the development of the project they switched to a relationship orientation. when a significant number of people within the team know one another, they tend to form strong subgroups—whether by function, geography, or anything else they have in common. to the contrary, we found that the bbc’s teams scored among the highest in our sample with regard to the clarity with which members viewed their own roles and the roles of others. so the models for teams need to be realigned with the demands of the current business environment.
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