If there is more coordination than required, team members will spend unnecessary time and effort on tasks, which slows the team down. If there is insufficient coordination, team members have difficulty getting information from each other, completing tasks, and making decisions. You can tell when a team doesn’t have a good fit between interdependence and coordination. I pointed out that until the team reached agreement on this fundamental disconnect, they would continue to have a difficult time achieving their goals. Others - especially the leader - believed the team should function more like a hockey team: they could achieve their goals only through complex and often spontaneous coordination. Several members believed they were like a gymnastics team: they could achieve team goals by simply combining each member’s independent work, much like a gymnastics team rolls up the scores of individuals’ events to achieve its team score. This issue arose when I presented a leadership team with survey results showing that its team members had very different beliefs about how much they needed to actively coordinate their work to achieve the team’s goals. And two of the most important elements of that design are a.) the degree to which team members are interdependent - where they need to rely on each other to accomplish the team task, and b.) how you’ll actually coordinate that interdependence. Effective teams don’t just happen - you design them.
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