The major difference between high-performing and low-performing teams is behavioural. In a fast moving world, the most effective teams are operating on the edge of chaos where there is a fine line between outstanding success and dismal failure. In these circumstances it’s imperative that team members and leaders understand as much as they can about each other. Someone who values Individualism strongly, has a high QO2® and enjoys Thurster-Organiser
approaches will react totally differently to most situations from someone who values Compliance, has a low QO2® and likes to work as a Reporter-Adviser. Yet both types have a great deal to offer a team.
It’s important to realize that interacting with other team members is a dynamic process. If we all stay in our model of the world (e.g. Individualism, Pollyana-ism, Thruster-Organiser) then the team moves from the edge of chaos into self-destruction. By making allowance for differences and applying Linking Skills, the team can be held at the point of incipient conflict where truly great results can occur. But operating at this point requires vigilance and constant monitoring of the external environment. For example, an unbalanced investment banking team of Thrust-Organisers, with high QO2® and strong Individualism values can be outstanding in a bull market but looking for jobs when the bears appear. Complex adaptive systems create unexpected events but vigilance, self-understanding and agility can tame the tiger.
The Dynamics of High Performing Teams
HR Exchange Network Editor | 05/28/2010