Why do we work in teams?

4. Teamwork to Increase Acceptance

(a) Securing buy-in within the organization
Teamwork is driven by the need to secure buy-in from other people, groups and departments within the organization. Initiatives that are cooked up in isolation from other teams and groups and are then imposed by fiat on an unsuspecting audience normally meet with a resounding rejection. And in many cases, rightly so. A leader is ineffective in implementing a vision if they haven’t gone through the process of seeking early feedback on “drafts” and through involving stakeholders during the formative moments in the life of a vision. The same applies to the work of teams. Whether they are exploring changes to work practices, new market opportunities, revisions to products and services or other recommendations that impact the work and lives of people, those people need to be consulted, included and sought for feedback and input.

(b) Turning show stoppers into allies
“Keep your friends close, and your enemies closer” is a phrase of wisdom that applies well to work teams. If the work that you are doing on the team can be stymied and shot down by another group, or even by an influential person working alone, then it is essential to get their involvement or representation on the team as soon as possible.

(c) Minimizing the Risks of Stupidity
Organizations need teams to rein in the stupidity of some individuals, who, left to their own devices would wreak havoc in organizational life. By using a team to get an initiative through, rather than a single individual, the risk of stupidity is greatly reduced, because if handled appropriately, one person is not able to dominate the decision process. Others on the team will be able to give credibility to the valuable ideas espoused by all individuals, while suppressing the stupid ones.

Have you got a story to share about how one of these reasons played out in your work?