Thirty years of research into what makes teams work has lead J Richard Hackman to the conclusion that team tasks have:

  • A beginning
  • A mid-point
  • and an end

OK , this sounds a bit like that Monty Python sketch that people used to recite about Anne Elk the scientist who found that a brontosaurus was thin at the front, thick in the middle and thin at the end.  Or something.  But what he adds after this makes it quite profound.

These are the times when teams are open to specific types of intervention.

Beginnings

Teams develop a distinctive approach towards their task at commencement, and hold this approach till halfway.  So if you have:

  • A clearly defined team task that is challenging (success is not guaranteed just by showing up) and consequential (there are team rewards and penalties).
  • People with the right skills and experience.
  • The right size and mix in your teams.
  • Basic norms of conduct including agreement to take a proactive stance towards scanning and planning, and a small number of precepts covering what teams must and must not do.

A well prepared team launch presentation by the leader can increases the members’ commitment to the team and motivation for their work.  This presentation should cover:

  • An affirmation of the team design (described above).
  • The unique challenges that lie ahead.
  • The particular skills in the team and how these are expected to be applied to the challenge.

A launch session should also include an open discussion with the team about how they intend to engage with the challenge.  Interestingly enough, in all of the research, JRH was unable to get teams to engage in the conversation about HOW they would work together.  This happens at half time.

Midpoint

Half-way through a task, teams experience an upheaval in how members relate to one another and to their work.  This is the time to hold a session to reflect on the work they have done so far and how they are going to work together to complete the task, their performance strategy.  Such an intervention will allow members to mindfully consider and execute more efficient ways of working.

Endings

Teams learn best at the end. Following the midpoint transition, teams enter a period of focussed execution till near the end.   Anxieties and arousal dissipate when the work is complete.  This is the best time to reflect on what went well and what can be improved next time around, regardless of whether the task has been a roaring success or crushing failure.  Team learning requires time and safety, which are usually available at the end of a task.  Team members may be disinclined to pause and exploit the learning opportunity.  However a savvy leader will build times for reflection into the end of all tasks and activities, even meetings – no – especially meetings.

You can see the infamous sketch here.  I have to admit, this is the first time I have seen it.  And I suppose my life has not been severely lacking for it.