Murphy’s team laws

Trapped in a paradox.

In the following blog article, I list a few of the most significant challenges that often arise in teams from my point of view. Speaking of teams (instead of groups) I roughly define them as:

  1. Has a common sense of purpose, a goal that binds everybody together and
  2. Contains quite different individuals who have taken over specific roles and tasks to achieve the team goal.

The following patterns occur quite often across many teams that I have worked with so far…

 

The information paradox
Team members usually like to get informed and be updated with the latest news about what all others are doing. However, they usually have a lot on their plate individually and are spammed with information anyway, meaning they do not want to be over-informed.


So, how to find the right level of suitable information?

 

The monitoring paradox
Many people appreciate to have free space and time to do what they want to do. They acknowledge if they are given the freedom to act on their own, being creative and developing concepts on their own. This contradicts the classic understanding of a traditional “manager”, who monitors the team, structures the work to be done and sets expectations. And do not forget, many people also rather like it if their supervisors set clear expectations making the direction to head to clearer for them.


How to find the right balance between “total control” and “laissez faire”?

 

The proximity paradox
Often team members like to be on their own, not hassled by others with a spatial area just for them (not having to share with others). They may enjoy working remotely allowing them to arrange their day-to-day life in the way they prefer. On the other hand, they also like to be in contact with others, share their experiences and work together with other team members to achieve a common goal.


Where do you draw the line between distance and closeness for team members?

 

The reliability paradox
Team members often like reliable work environments and processes. They appreciate if they know what is ahead of them and to be done. This gives them a sense of certainty, probably knowing: “I can do this!”. However, too much continuity can lead to dull and boring work routines. Humans need a fresh impulse and approach from time to time to get energized and to further develop and learn.


What ratio of change versus continuity do you apply for the teams you work with?

 

In this blog I have stated four different paradox aspects that you – as a team member or lead – have to successfully deal with in order to make the team effective and happy.

I encourage you to read on my next blog to receive a few ideas and tips on how to properly handle the paradoxes as described above.

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