People & Strategy Spring 2018 Vol. 41 No. 2 - 6

From the Guest Editor
Extreme Value in Effective Teams

T

he use of teams in the workplace
has steadily increased over the
last 40 years, and today they are
very near ubiquitous-particularly in
technology heavy environments. On
the other hand, this growth hasn't been
accompanied by either breakthroughs
in staff engagement or productivity,
which leaves the uncomfortable sense
that teams are appearing because
employees want them, or for reasons of
de-layering and cost savings, or are an
unseen epiphenomenon of changes in
the ways we are working.
Innovative technologies specifically

The phenomenon of
'acqui-hiring,' or buying
a company to get the
talent, knowledge,
contacts, and value
contained in group
working together is very
much alive in the hightech world.
designed to enable team coordination
and communications are emerging, as
are digital team selection and digital
team building tools. Yet organizational
unconsciousness and, in my view, incompetence prevents teams from being
as effective and useful as they should be
and is the impelling force behind this
special issue of People + Strategy.

Inside This Issue

The issue starts with the proposition
that really big problems are always
passed to teams to solve. Darko Lovric,
Niko Canner, and Cynthia Warner
at Incandescent work with "ignition
teams" pursuing goals beyond their
initial reach, which require them to
6

PEOPLE + STRATEGY

confront significant unknowns, develop capabilities they don't have, and
delightfully, inspire others to follow.
These authors lay out a set of very familiar challenges such teams must face:
* They need diverse team members but can't specify required
skills in advance.
* Members need to consistently
align and iterate yet keep their
independence.
* They need to do the work they
can't yet plan for.
* They need to absorb significant
stress and tension yet also challenge each other constantly.
* They need to be open to the
world but stay integrated.
Using real examples, they describe
the "balances" the teams must learn to
succeed.
Another way of describing these
balances is as polarities. Jean Leslie,
Margaret Luciano, John Mathieu, and
Emily Hoole explore the tough world
of virtual teams-a commonplace in a
world of global business and unremitting connectivity. Based on their study
of 140 virtual teams from 56 organizations across 40 countries, they show
that effective virtual teams successfully
manage formal (e.g., emails, meetings)
and informal communication (e.g., IM,
GTalk), task and relationship leadership
behaviors, while working both apart
and together maintaining both flexible
and traditional schedules.
Because they are so vital to the modern business world, virtual teams are
the subject of the paper by Jared Ferrell and Kelsey Kline. Touching on the
foundation provided by Amy Edmonson and Google's Project Aristotle, they
explore the importance of trust and
communication in virtual teams. For
anyone who has had to adjust to the
schedule of headquarters and attend
virtual meetings in their pajamas, their
account of barriers to trust (and the

Dave Winsborough

remedies thereof) is essential reading:
* Time zone differences limit
opportunities for synchronous
communication.
* Geographical distance results
in some team members feeling
more/less connected.
* Direct visibility to team member work and contributions is
limited.
* Lack of face-to-face contact inhibits perception of nonverbal
cues and reactions.
* Fewer informal interaction
opportunities limit rapportbuilding.
Reece Akhtar and Uri Ort describe
how the social capital contained in a
team is essential in entrepreneurism.
Indeed, the phenomenon of 'acqui-hiring,' or buying a company to get the
talent, knowledge, contacts, and value
contained in group working together
is very much alive in the high-tech
world. Ahktar and Ort, who have been
involved in start-ups themselves, explain how networks, culture, and talent
combine to produce extreme value-
contained not in a single head, but the
team gestalt.
Team building is the theme of the



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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