Last week The New York Times published an article, What Google Learned From Its Quest To Build The Perfect Team. Traditional team research has looked at the patterns relating to the people in a team. However, Google could not find any patterns relating to the people or personalities involved in its most effective teams – the “who” part did not seem to matter. Instead, group norms (behavioral standards and unwritten rules of the teams) did matter.
The article references a study published last month in The Harvard Business Review that time spent by managers and employees in collaborative activities has ballooned by 50% or more – how well you and your organization work in teams matters.
What do you think are the behavioral standards and unwritten rules that govern your teams? Which ones are effective and which ones are destructive? It’s not a bad idea to pay attention to the intended or unintended group norms of your teams. By doing so, you can establish the ones that work best and let go of those that hinder your collaborations.