People & Strategy Spring 2018 Vol. 41 No. 2 - 12

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PEOPLE + STRATEGY

ment, or deliver on innovation by sharing and giving feedback leads to stress
and sometimes even depression. Some
say that a massive 60 percent of teams
show symptoms of these dysfunctions.
These are things to worry about.
There are, however, a range of facts that
will prove helpful in finding solutions.
If we truly understand that many of the
complex challenges we face today must
be addressed by teams rather than individuals-and that teams will help the
world meet its greatest challenges-then
we might also understand that innovative acts (that even robots really can't
handle either) require shared and collective imagination, history, touch, timing,
phrasing, understanding, connectivity,
and remarkable creativity. If we understand this, then we will all understand
that the right team is paramount.

and influence of a team that can greatly
affect its success (leadership, culture
and market forces to name but a few).
PwC published a survey clearly indicating that what was considered natural
progressions-almost developmental
certainties-only five years ago (concerning international trade agreements
and the EU) have suddenly ceased to indicate any direction.6 The world has truly become divergent. Without completely capable, effectively interacting teams,
an organization cannot adapt readily
in a shifting environment. Despite the
common myth of anti-social behavior in
science, the arts, and business, no one
produces in total silence and isolation.
The exchange of ideas and impressions
is crucial to any complex process, and
this, in the most fecund circumstances,
is what a team at its best provides.

Real teams are excellent collaborators that
continue to evolve over a period of time.
Without completely capable, effectively
interacting teams, an organization cannot
adapt readily in a shifting environment.
Science seems to get it. The 2017
Nobel Prizes fit nicely into a narrative of
next generation teams-as it was a minimum of three teams that won-not
the lonely genius of a single man (as
it was exactly 100 years ago). No (wo)
man is an island any longer. We do,
however, find it challenging to trust one
another (one of Google's main points
as to what defines and distinguishes an
effective team5) and also find it difficult
to engage in unfiltered conflict around
ideas, commit and hold one another
accountable to those commitments, and
to continuously focus on goals and ways
of working that will increase the probability of delivering a truly great solution.
Not only do we find this difficult to do
once-to do this on a continuous basis
is truly challenging.
Real teams are, however, excellent
performers and collaborators that continue to evolve and develop over a long
period of time. Needless to say, there
are outside forces way beyond the scope

Insights into individual personality
constructs have come a long way. The
concepts of "me" and "you" seem strong
and give us an understanding of differences and similarities that in many ways
also contribute to the understanding
and complexities of working in a team.
We often, however, hand over our decision-making when selecting and developing teams to concepts that are based
outside the realm of the collective. The
team is so much more than the sum of
individual constructs. The understanding of teams and teamwork will advance
in ways we cannot predict-hopefully
being able to keep up with an increased
use of teams. A deeper understanding
of what makes you and me "click" will
enhance our ability to not only meet the
world's greatest challenges but also to
build a better world, together.
Futurists may discuss the increased
use of robots and artificial intelligence.
But for the moment, we remain the
most remarkable of creations-and


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Table of Contents for the Digital Edition of People & Strategy Spring 2018 Vol. 41 No. 2

From the Executive Editor
From the Guest Editor
Perspectives
Ignition Teams: Rising to the Challenges of Innovation
Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
Facilitating Trust and Communication in Virtual Teams
Building Entrepreneurial Teams: Talent, Social Capital, and Culture
Organizations That Get Teamwork Right
Team Development: The Power of Debriefing
The Rise of Digital Team Building
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover1
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover2
People & Strategy Spring 2018 Vol. 41 No. 2 - 1
People & Strategy Spring 2018 Vol. 41 No. 2 - 2
People & Strategy Spring 2018 Vol. 41 No. 2 - 3
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Executive Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 5
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Guest Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 7
People & Strategy Spring 2018 Vol. 41 No. 2 - Perspectives
People & Strategy Spring 2018 Vol. 41 No. 2 - 9
People & Strategy Spring 2018 Vol. 41 No. 2 - 10
People & Strategy Spring 2018 Vol. 41 No. 2 - 11
People & Strategy Spring 2018 Vol. 41 No. 2 - 12
People & Strategy Spring 2018 Vol. 41 No. 2 - 13
People & Strategy Spring 2018 Vol. 41 No. 2 - 14
People & Strategy Spring 2018 Vol. 41 No. 2 - 15
People & Strategy Spring 2018 Vol. 41 No. 2 - Ignition Teams: Rising to the Challenges of Innovation
People & Strategy Spring 2018 Vol. 41 No. 2 - 17
People & Strategy Spring 2018 Vol. 41 No. 2 - 18
People & Strategy Spring 2018 Vol. 41 No. 2 - 19
People & Strategy Spring 2018 Vol. 41 No. 2 - 20
People & Strategy Spring 2018 Vol. 41 No. 2 - 21
People & Strategy Spring 2018 Vol. 41 No. 2 - Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
People & Strategy Spring 2018 Vol. 41 No. 2 - 23
People & Strategy Spring 2018 Vol. 41 No. 2 - 24
People & Strategy Spring 2018 Vol. 41 No. 2 - 25
People & Strategy Spring 2018 Vol. 41 No. 2 - 26
People & Strategy Spring 2018 Vol. 41 No. 2 - 27
People & Strategy Spring 2018 Vol. 41 No. 2 - 28
People & Strategy Spring 2018 Vol. 41 No. 2 - 29
People & Strategy Spring 2018 Vol. 41 No. 2 - Facilitating Trust and Communication in Virtual Teams
People & Strategy Spring 2018 Vol. 41 No. 2 - 31
People & Strategy Spring 2018 Vol. 41 No. 2 - 32
People & Strategy Spring 2018 Vol. 41 No. 2 - 33
People & Strategy Spring 2018 Vol. 41 No. 2 - 34
People & Strategy Spring 2018 Vol. 41 No. 2 - 35
People & Strategy Spring 2018 Vol. 41 No. 2 - Building Entrepreneurial Teams: Talent, Social Capital, and Culture
People & Strategy Spring 2018 Vol. 41 No. 2 - 37
People & Strategy Spring 2018 Vol. 41 No. 2 - 38
People & Strategy Spring 2018 Vol. 41 No. 2 - 39
People & Strategy Spring 2018 Vol. 41 No. 2 - 40
People & Strategy Spring 2018 Vol. 41 No. 2 - 41
People & Strategy Spring 2018 Vol. 41 No. 2 - Organizations That Get Teamwork Right
People & Strategy Spring 2018 Vol. 41 No. 2 - 43
People & Strategy Spring 2018 Vol. 41 No. 2 - 44
People & Strategy Spring 2018 Vol. 41 No. 2 - 45
People & Strategy Spring 2018 Vol. 41 No. 2 - Team Development: The Power of Debriefing
People & Strategy Spring 2018 Vol. 41 No. 2 - 47
People & Strategy Spring 2018 Vol. 41 No. 2 - 48
People & Strategy Spring 2018 Vol. 41 No. 2 - 49
People & Strategy Spring 2018 Vol. 41 No. 2 - 50
People & Strategy Spring 2018 Vol. 41 No. 2 - 51
People & Strategy Spring 2018 Vol. 41 No. 2 - The Rise of Digital Team Building
People & Strategy Spring 2018 Vol. 41 No. 2 - 53
People & Strategy Spring 2018 Vol. 41 No. 2 - 54
People & Strategy Spring 2018 Vol. 41 No. 2 - 55
People & Strategy Spring 2018 Vol. 41 No. 2 - Executive Roundtable
People & Strategy Spring 2018 Vol. 41 No. 2 - 57
People & Strategy Spring 2018 Vol. 41 No. 2 - 58
People & Strategy Spring 2018 Vol. 41 No. 2 - 59
People & Strategy Spring 2018 Vol. 41 No. 2 - 60
People & Strategy Spring 2018 Vol. 41 No. 2 - 61
People & Strategy Spring 2018 Vol. 41 No. 2 - In First Person
People & Strategy Spring 2018 Vol. 41 No. 2 - 63
People & Strategy Spring 2018 Vol. 41 No. 2 - 64
People & Strategy Spring 2018 Vol. 41 No. 2 - 65
People & Strategy Spring 2018 Vol. 41 No. 2 - Linking Theory + Practice
People & Strategy Spring 2018 Vol. 41 No. 2 - 67
People & Strategy Spring 2018 Vol. 41 No. 2 - 68
People & Strategy Spring 2018 Vol. 41 No. 2 - 69
People & Strategy Spring 2018 Vol. 41 No. 2 - Insight into Action
People & Strategy Spring 2018 Vol. 41 No. 2 - 71
People & Strategy Spring 2018 Vol. 41 No. 2 - Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - 73
People & Strategy Spring 2018 Vol. 41 No. 2 - 74
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover3
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover4
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