Building A Team

I recently came across an old article on team-building by noted business guru Peter Drucker called, “There’s More Than One Kind Of Team”. Though the article was written in 1992 the premise is extremely valid for today’s business marketplace. It provides helpful insights that today’s corporate executives and business leaders should consider applying to their organizations. So much of today’s traditional thinking has been rocked by the economy downturn over the past 2 years, that Drucker’s points should have renewed interest as we work to rebuild, redesign, and “re-team” for the future. Here is a portion of his comments;

“Team building” has become a buzzword in American business. The results are not overly impressive. One reason — perhaps the major one — for these near-failures (of several corporate icons) is the all-but-universal belief among executives that there is just one kind of team. There actually are three — each different in its structure, in the behavior it demands from its members, in its strengths, its vulnerabilities, its limitations, its requirements, but above all, in what it can do and should be used for. Teams, in other words, are tools. As such, each team design has its own uses, its own characteristics, its own requirements, its own limitations. Team work is neither “good” nor “desirable” — it is a fact. Wherever people work together or play together they do so as a team. Which team to use for what purpose is a crucial, difficult, and risky decision that is even harder to unmake. Managements have yet to learn how to make it.


One Response to “Building A Team”

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