People & Strategy Spring 2018 Vol. 41 No. 2 - 63

and gender. So, when you think of team
diversity, don't stop at demographics.
It's very important to think of how differences in personalities, work style, and
values can shape teamwork.
Second, the influence of readily
detectible attributes on teamwork
such as gender, race, and age is highly
dependent on the situation. Within a
team, attributes can be configured to
create a faultline-a hypothetical divide
between team members. Stronger faultlines occur when multiple attributes are
aligned within a team. For example, if
all engineers are women and from the
same location (e.g., Palo Alto) and all
marketing professionals are men and
from a different location (e.g., New
York), multiple attributes (e.g., profession, gender, location) are aligned.
This can contribute to subgrouping
where engineers form a highly cohesive subgroup and marketing creates a
highly cohesive subgroup. Too much
subgrouping can lead to the "siloing" of
information because of a lack of communication and coordination across the
subgroups.

may be assigned to 20 projects and be a
member of all of their virtual communities. To manage the large amounts of
information across these communities,
the designer might use a rule of thumb
such as "I only read things that I am
tagged on" or search for certain terms.
These norms are important for the
team to be aware of and establish so
everyone has the same expectations of
how the tool is used and how the use of
the tool might differ across team roles.

ganizations. For example, a retail store
would call the store manager a "team
leader" and refer to sales associates as
"team members" regardless of whether
or not they used teamwork in the store.
What has increased is the use of "real
teams"- people who work together
interpedently to do something greater
than one person could do on their own.
The nature of teams has also changed.
In many organizations, teams are fluid
and dynamic networks with team mem-

Collaboration tools could be a
means of integrating both human
and AI team members in the future.
For example, many of the limitations
of collaboration tools have to do with
limits in human and team information
processing. AI team members could
distil information for a human decision
maker. For example, a "bot" could be
trained to understand what information
the "designer" needs to make decisions.
It could then monitor multiple projects
and summarize key information for the
human team member to make more
informed decisions and more effectively contribute novel ideas to multiple
projects.

bers assigned to multiple teams. Both
intact, long-term teams as well as those
with dynamic membership have the
potential to contribute to competitive
advantage.
Teams are already prevalent in
organizations; however, leveraging team
science to better compose and manage
the teams is increasing. Organizations
are starting to understand that there is
a science behind effective teamwork.
Our NASA-funded research is a good
example. We are combining real data
with computer simulations to create a
predictive model of team composition
for long-distance space exploration
such as the mission to Mars. Our work
can be used to compose teams that are
more likely to succeed and to tailor
interventions (e.g., training, modifying
the task environment) to the unique
needs of the team that will someday go
on the incredible 2 ½ year journey.

P+S: What impacts on teams do you see
from the technologies now emerging at
work-platforms like Slack or tools like
machine learning and AI?
Suzanne: Collaboration tools allow
teams to better organize their work.
Teams can assign and keep track of
tasks, simultaneously work on the latest
version of a document or other application, and archive communications
among other things. These tools can
help employees work on multiple teams,
allow teams to be more organized and
efficient, and can greatly enhance virtual collaboration.
Proper integration between these
platforms and the human element is
important for these tools to enhance
teamwork. Teams are inherently relational. Team members need to know
how to relate to one another, just as
much as they did before these tools existed. For example, norms, or unspoken
rules, develop in teams. Has the team
established norms around how these
collaboration tools are used? Are they
aware of how other team members use
the tools? For example, a lead designer

P+S: Do you think teams are becoming
more or less prevalent in modern
workplaces? What are the reasons you
see for that view?
Suzanne: In the 90s, the word "team"
started popping up everywhere in or-

P+S: Some firms are looking now to hire
VOLUME 41 | ISSUE 2 | SPRING 2018

63



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
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_3_2018
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http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_1_2016
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