A book has been written, highlighting the birth if dysfunctional teams and how this can be set right. It has been written by Harvard Professor Amy Edmondson, and titled as The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth. Such dysfunctional teams are often the result of new teams being formed, lacking a coherence. So companies need to make sure that their talent recruitment efforts are not sporadic, but spaced out over time. Too much harmony is also not good as it kills productive dissent, necessary for spawning innovations. Teams work too much on psychological safety, thus delivering an artificial level of autonomy. This can only work if the intent is to create value. A lot of the developmental opportunities too must be explored privately by the team members.

Source:https://hbr.org/podcast/2018/11/dysfunctional-teams

Uploaded Date:08 June 2019