Katzenbach J R, Smith D K
Harv Bus Rev. 1993 Mar-Apr;71(2):111-20.
Groups don't become teams because that is what someone calls them. Nor do teamwork values by themselves ensure team performance. So what is a team? How can managers know when the team option makes sense and what they can do to ensure team success? In this article, drawn from their recent book The Wisdom of Teams, McKinsey partners Jon Katzenbach and Douglas Smith answer these questions and outline the discipline that makes a real team. The essence of a team is shared commitment. Without it, groups perform as individuals; with it, they become a powerful unit of collective performance. The best teams invest a tremendous amount of time shaping a purpose that they can own. The best teams also translate their purpose into specific performance goals. And members of successful teams pitch in and become accountable with and to their teammates. The fundamental distinction between teams and other forms of working groups turns on performance. A working group relies on the individual contributions of its members for group performance. But a team strives for something greater than its members could achieve individually. In short, an effective team is always worth more than the sum of its parts. Katzenbach and Smith identify three basic types of teams: teams that recommend things--task forces or project groups; teams that make or do things--manufacturing, operations, or marketing groups; and teams that run things--groups that oversee some significant functional activity. For managers, the key is knowing where in the organization real teams should be encouraged. Team potential exists anywhere hierarchy or organizational boundaries inhibit good performance.(ABSTRACT TRUNCATED AT 250 WORDS)
团队并非因为有人这样称呼就成为了团队。团队合作价值观本身也不能确保团队绩效。那么，什么是团队呢？管理者如何知道何时选择团队模式是有意义的，以及他们可以做些什么来确保团队成功呢？在这篇摘自他们近期著作《团队的智慧》的文章中，麦肯锡合伙人乔恩·卡岑巴赫和道格拉斯·史密斯回答了这些问题，并概述了打造真正团队的准则。团队的核心是共同承诺。没有它，群体就如同个体一样行动；有了它，它们就会成为一个强大的集体绩效单位。最佳团队会投入大量时间来塑造一个他们能够认同的目标。最佳团队还会将其目标转化为具体的绩效目标。成功团队的成员会齐心协力，并对队友负责且相互负责。团队与其他形式的工作群体之间的根本区别在于绩效。工作群体的群体绩效依赖于其成员的个人贡献。但团队追求的是比其成员各自所能实现的目标更宏大的目标。简而言之，一个有效的团队的价值总是大于其各部分之和。卡岑巴赫和史密斯确定了三种基本类型的团队：提出建议的团队——特别工作组或项目组；制造或执行任务的团队——制造、运营或营销组；以及负责管理事务的团队——监督某些重大职能活动的组。对于管理者来说，关键在于了解在组织的哪些地方应该鼓励真正的团队。只要层级制度或组织边界阻碍了良好绩效，团队潜力就存在于任何地方。（摘要截取自250词）
