The willingness of a team to disband when the job is done and to work well together in future responsibilities is an important long-run test of team success.
During the norming stage of team development, coalitions or cliques may form as individuals compete to impose their preferences on the team and to achieve a desired status position.
The status congruence dilemma is the tendency for diversity in groups to make working together more difficult, even though diversity itself expands the skills and perspectives available for problem solving.
Synergy is a small group of people with complementary skills, who work actively together to achieve a common purpose for which they hold themselves collectively accountable.
High-performance teams have strong core values that help the team members guide their attitudes and behaviors in directions consistent with the team's purpose.
It is interesting to note that heart surgeons have higher death rates for similar procedures when performed in hospitals where they do more operations.
Even though homogeneous teams may struggle in the short run to resolve issues, they are also likely to develop enhanced performance potential once things are worked out.
Research finds that, in teams, male-dominated individual intelligence, as opposed to collective intelligence, provides a clear focus for solving problems and resolving conflicts.
Tasks that are complex in social demands require unique solutions and more information processing, whereas tasks that are complex in technical demands involve difficulties in reaching agreement on goals or methods for accomplishing them.
CEO and founder of Amazon.com, Jeff Bezos's simple rule when it comes to the size of a product development team is "No team should be larger than two pizzas can feed."
The member satisfaction criterion of team effectiveness means that members continue to work well together on an ongoing basis and look forward to working together again in the future.