Thoughts on technology management (4)-How to build a team

Thoughts on technology management-Contents

In February 1882, the French leigmann conducted a "rope pulling" test, and found that when working together, the performance of the team was nearly 1/4 different from that of the individual operations, this phenomenon is called the "linguan effect ". A poorly organized team will make members lose motivation and have less executive power. They make less effort than they work independently, especially when their identities in the team are unclear and their contributions cannot be measured. Therefore, teamwork is not simply about bringing a group of people together to accomplish one thing, but about building a 1 + 1> 2 collaboration group.

We should build happy, healthy, cohesive, and Social Networking Teams. When group members unite, they will work better and happier. The team should be built around the goal, closely integrated, overall more than part of the comprehensive. The team enables everyone to work in the same direction. Interactions between members are easy, enthusiastic, and mutually trusted. The team has a low turnover rate (a high turnover rate increases costs, reduce Members' sense of belonging and enthusiasm ). A cohesive team is a mixture of capabilities, trust, mutual respect, and good interpersonal relationships.

1. Aggregation center:

A team needs to establish common values, common interests, and common goals. A cohesive center can be a mission, goal, or individual.

2. Organizational structure:

Even a good team also needs coordination, so that everyone's contribution can be combined to form a complete whole. An efficient team has a clear division of labor, a single responsibility, and diversified skills. It is best to have only one responsible person for each division of labor. In a team that requires cross-domain cooperation, there is only one expert in a specific field. Such a team performs better because the Members are not uncomfortable and can easily measure the contribution of each person. In addition, we need to consider the reserve of talents.

3. Both system construction and humanistic care:

System Construction and humanistic care are stable and fast. The construction of the system promotes the rule and the construction of a cohesive team with humanistic care. All people have emotional needs. Humanistic Care is embodied in every detail of life. For example, if a manager needs to respect the individual life of a Member, when a member needs to deal with things that have to be done in private or daily life, flexibly arrange the work of Members.

4. People-oriented:

Only when people obtain results that are of special value to them can they make extra efforts.

Excellent managers respect every Member, attach importance to the value of members, and are used to discovering the strengths and advantages of others. Excellent managers will maintain close communication with all the members of the entire team, constantly and timely communicate with the members about the progress of their work tasks and feedback on their performance, promote the career development of members. Management adopts the following attitude: cultivating talents, encouraging attempts, and tolerating mistakes. It is natural for knowledge workers to occasionally make a mistake. Cultivating an atmosphere where mistakes are not allowed will only generate a mental precaution, killing their attempts and creating new ways. This is not conducive to the progress of the team, and it is difficult to exert the cooperation strength of 1 + 1> 2. It is only a normal price to encourage members to try and make mistakes, and encourage them to think and invent. Managers must criticize others, but not personal attacks.

5. Cooperation and sharing are promoted in the team

An excellent team must have complementary strengths and circumvent weaknesses, and cannot create a competitive atmosphere in the team, so that Members can obstruct each other. Managers should set clear personal goals for team members and compare them with their potential and expectations.

6. Factors Hindering team cohesion

Problematic employee-employees who disrupt the atmosphere of team collaboration cannot tolerate the problem. A mouse will slowly stir up a pot of soup. Problematic employees refer to those who are unfavorable to the team's morale, complain, pick up, and follow the team's goals and resolutions.

Physical Isolation-originally known as close team members are scattered across areas, without group space, instant communication, long-term consolidation, and opportunities to form a group culture. A team with a common goal will also have a similar working time allocation and can be arranged together to increase interaction.

Time Division-each member should not participate in more than two projects. If a team member participates in multiple projects at the same time, this is not conducive to team cohesion. Time Division is detrimental to work efficiency, which is not conducive to the formation of teams. Human time is wasted on "switching. Another person who belongs to multiple teams at the same time is not conducive to management and assessment. If a person must participate in multiple projects at the same time, all project managers should reach an agreement on the time allocation of the person.