       |
||||||||||||||||||||||||||||||||||||
Getting Teams to Work: Are We Fixing the Wrong Problem? |
||||||||||||||||||||||||||||||||||||
|
Home > Articles >
Some would say that teams just happen and that you can do little to get them to jell. Actually, I used to believe this until I found myself face-to-face with the team that couldn't shoot straight.
About all this seven-member core team could do well was to shoot at each other. This took the form of blaming the other guy for not meeting deadlines, sarcastic remarks during team meetings, finger pointing, constant bickering, exclaiming, "I thought that was your job" and, at times, hurling outright insults across the table.
These interpersonal conflicts are devastating on extreme projects which have their own challenges to begin with; that is, these are high-speed, high-change, highly complex, high-stress ventures. As a result of their unresolved conflicts, this new product development team was four months behind schedule in meeting its market window.
Food, Beer and Rocks 'n Ropes
The team's problems had not gone unnoticed by senior management, who brought in the human resources department to intervene.
Please login/register to read the entire article.
sponsored announcements and special offers
Difficult for competitors to equal. EMA reviews IBM Rational's new quality & requirements management offerings. The verdict, "For companies seeking to improve ROI delivered by software projects,we believe Rational's value proposition is difficult to match."
Microsoft Project Conference 2000
Use WorkLenz PPM to Manage Agile Software Development
|
 sponsors
vendor offers
vendor events
| ||||||||||||||||||||||||||||||||||
