Misguided expectations created by myths about team performance hinder companies from achieving truly
great results. Some
executives believe that the task of developing teams is simple enough, while others, on the contrary,
difficulties where principled solutions and open conversation are required. Here are a few of the most
about team performance.
Myth 1: Members of a successful team have more similarities than differences.
Reality: homogeneous teams in terms of functional and psychological characteristics are actually less
effective. A team
will be successful only if the leader, when forming it, focuses not on the similarities of its future
members, but on
how effectively they complement each other in different characteristics.
Myth 2: Successful and professional teams must be socially and psychologically cohesive.
Reality: Members of successful teams know the difference between unity and unanimity, and, agreement
Unity and agreement are essential to team success, whereas there is no place for unanimity and
agreement in a successful
team. Cohesive and cohesive teamwork does not mean the absence of possible conflicts. Moreover, in a
successful team of
professionals, constructive conflicts can occur, contributing to team development and providing
opportunities for each
team member to fully express himself or herself.
Myth 3: Men are more effective and work better in the team than women.
Reality: In fact, any one-sided, monolithic approach, including gender, limits the team's
capabilities. Men are more
productive in the presence of women, while women are more productive in the presence of men and less
bogged down by
Myth 4: A team should have only one leader.
Reality: Successful teams respect the personal position of each team member and listen to different
opinions. This is
even more true if the person expressing their point of view on a particular issue has deep expertise
in that area.
Myth 5: Members of successful and effective teams communicate constantly.
Reality: Actually, the lack of constant communication is a significant sign of complete understanding
among all team
members, and it makes sense. In interpersonal interactions, constant communication occurs when there
are a large number
of issues, such as the distribution of roles within a team, and the more of these issues, the more
time is spent
talking, and therefore less time is left to work toward goals and results.
So, as practice shows, myths about the activity of teams in reality can only hinder productive
teamwork and achievement
of high results.