May 27, 2009	Volume 9, Issue 21
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Teamwork Myths: Formation

by Rick Brenner

Much of the conventional wisdom about teams is in the form of over-generalized rules of thumb, or myths. In this first part of our survey of teamwork myths, we examine two myths about forming teams.

eople have been working in teams since before the word 'team' was invented, but modern industrial organizations have adopted the team structure in just the past generation. Because the transition from functional structures is still underway, our understanding of teams is incomplete, and in some ways, incorrect.

To advance our knowledge, and to become more comfortable with this relatively new way of organizing work, we adopt and propagate beliefs that seem plausible. They might apply often, but they aren't necessarily universal. I call them myths because their universal truth certainly is questionable, even though they do sometimes yield desirable results.

One popular example is the idea of the "Mythical Man-Month" conceived and popularized by Fred Brooks. This myth holds that we can speed up all work by applying more people to the task. The reverse usually occurs: applying more people usually slows the work.

Brooks's myth is just one of many teamwork myths. Here is the first in a series about teamwork myths, exploring two myths about team formation.

There is an optimal size for all teams

Various investigations have reported optimal sizes for teams, ranging from five to fifteen and more. In team-oriented organizations, wide variation in team size can create management problems, which lead some to search for an optimal team size.

Problems arise, for example, in task reporting, management development, performance management, and compensation equity for team leads. For instance, meeting reporting requirements can be easy for a large team, but an undue burden for a small team.

An optimal team size range probably does exist, but it depends on the culture of the organization in which the team is embedded; the degree of dispersion in geography, language, or profession; the need for specialized knowledge; the complexity of the task; the prevalence of split assignments; and the skill of the team's leadership. Most important is how well the teammates know each other.

When sizing a new team, be guided not by purportedly universal rules of thumb, but by the nature of the task, the character of the organization and the particular people who lead and belong to the team.

Team building is worthwhile only at the beginning

We use team building to achieve team cohesion and effective collaboration. Some believe that after the first application, further investment in team cohesion provides only minimal returns.

Although we do use team building in the beginning of the team's life, we must attend toWe must attend to team
cohesion continuously,
not just at the outset team cohesion continuously. The need increases with the frequency of changes in team composition; with increases in geographic dispersion; and with increases in stress. Stresses can result from new challenges, or from changes in resources, requirements, or constraints imposed from external sources.

Following erroneous guidelines is always problematic. It can be especially damaging during team formation, because damage occurs so early and repair can be so, so costly. Next in this series   Top    Next Issue

For more teamwork myths, see "Teamwork Myths: Conflict," Point Lookout for June 17, 2009, and "Teamwork Myths: I vs. We," Point Lookout for July 1, 2009.

The Mythical Man-Month: Essays on Software Engineering is a classic of the literature of software engineering, but it has a place on the bookshelf of any project manager or project sponsor.

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More articles on Personal, Team, and Organizational Effectiveness:

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See also Personal, Team, and Organizational Effectiveness and Project Management for more related articles.

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When we talk, listen, send or read emails, read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person. And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling hurt, and being confused. There are so many ways for things to go wrong that we could never learn how to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes their occurrence. In this very interactive program you'll learn a model of inter-personal communications that can help you stay out of the ditch. In those moments of intense involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive. Read more about this program. Here are some upcoming dates for this program:

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• Houston, Texas: May 8, Monthly Meeting, Houston Chapter of the Project Management Institute.
   
• Houston, Texas: May 9, Monthly Meeting, Houston Chapter of the Project Management Institute.
   

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On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. Lessons abound. Among the more important lessons are those that demonstrate the power of the agile approach to project management and product development. Read more about this program. Here's an upcoming date for this program:

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• Columbia, Missouri: May 17, Monthly Meeting, Mid Missouri Chapter of the Project Management Institute.
   

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• Rochester, New York: May 24, Professional Development Day, Rochester Chapter of the Project Management Institute.