Team Genius: The New Science of High-Performing Organizations (34 page)

52.
Liden, R. C., Wayne, S. J., Jaworski, R. A., and Bennett, N. 2004. “Social loafing: A field investigation.”
Journal of Management
30(2), pp. 285–304.

53.
Ancona, D. G., and Caldwell, D. F. 1992. “Bridging the boundary: External activity and performance in organizational teams.”
Administrative Science Quarterly
37, pp. 634–65.

54.
Hoegl, M., Weinkauf, K., and Gemuenden, H. G. 2004. “Interteam coordination, project commitment, and teamwork in multiteam R&D projects: A longitudinal study.”
Organization Science
15(1), pp. 38–55.

Hoegl, M. 2005. “Smaller teams—better teamwork: How to keep project teams small.”
Business Horizons
48, pp. 209–14.

5: MANAGING TEAMS TO GENIUS

  
1.
Wageman, R., and Gordon, D. 2005. “As the twig is bent: How group values shape emergent task interdependence in groups.”
Organization Science
16, pp. 687–700.

  
2.
Wageman, R. 1995. “Interdependence and Group Effectiveness.”
Administrative Science Quarterly
40(1), pp. 145–180.

  
3.
Ginnett, R. 1990. “Airline cockpit crew.” In J. R. Hackman (ed.),
Groups That Work (And Those That Don’t)
. San Francisco: CA: Jossey-Bass.

Ginnett, R. 1993. “Crews as groups: Their formation and their leadership.” In E. Wiener, B. Kanki, and R. Helmreich (eds.),
Cockpit Resource Management
. San Diego, CA: Academic Press, pp. 71–98.

  
4.
Hackman, J. R. 2002.
Leading Teams: Setting the Stage for Great Performances
. Boston: HBS Press.

  
5.
Ibid.

  
6.
Steiner, I. D. 1972.
Group Process and Productivity
. New York: Academic Press.

Forsyth, D. R. 2006, 2010.
Group Dynamics
. Belmont, CA: Wadsworth, Cenpage Learning.

  
7.
Edmondson, A. C. December 1999. “Psychological safety and learning behavior in work teams.”
Administrative Science Quarterly
44(4), pp. 350–83.

  
8.
Liden, R. C., Wayne, S. J., Jaworski, R. A., and Bennett, N. 2004. “Social loafing: A field investigation.”
Journal of Management
30(2), pp. 285–304.

  
9.
Van Dick, R., Tissington, P. A., and Hertel, G. 2009. “Do many hands make light work? How to overcome social loafing and gain motivation in work teams.”
European Business Review
21 (3), pp. 233–45.

10.
Köhler, O. 1926. “Kraftleistungen bei Einzel- und Gruppenarbeit.” [“Physical performance in individual and group work.”]
Industrielle Psychotechnik
3, pp. 274–82.

11.
Weber, B., and Hertel, G. 2007. “Motivation gains of inferior group members: a meta-analytical review.”
Journal of Personality and Social Psychology
93(6), pp. 973–93.

12.
Hertel, G., Deter, C., and Konradt, U. 2003. “Motivation gains in computer-mediated work groups.”
Journal of Applied Social Psychology
33(10), pp. 2080–2105.

7: SUCCESSFUL PAIRING

  
1.
In terms of an effect on modern life, perhaps no one has ever been better at spotting and developing these “perfect pairs” than Frederick Terman Jr., the professor who set up the first electrical engineering program in
the western United States at Stanford University, where his father had been president. Terman is rightly celebrated as the father of Silicon Valley because of his lab, his students who went out to build the electronics industry, and his successful advocacy of the creation of the first great industrial park.

Less noticed is that Terman, perhaps alone among any academic or business executives, helped create and then successfully managed two Castor and Pollux pair-teams, each exemplifying a different type. The most famous of these perfect pairs is, of course, Bill Hewlett and Dave Packard. Both men had crossed paths for years but didn’t really meet until they were in Terman’s lab. It was Terman who suggested that the two men work together, beginning in the celebrated Packard garage. He also found them employees, contracts, and clients, and even gave them business advice until their skills far outpaced his own.

Bill and Dave in time created what is still generally considered among the greatest companies of all time. Less appreciated is their almost superhuman friendship: over the course of nearly sixty years, the table-pounding Packard and the genial Hewlett appear never to have had an argument, much less a fight. Not only did they work together every day, but their families often vacationed together—despite the stress of presiding over one of the fastest-growing and most innovative technology companies in history.

Also in Terman’s lab in the mid-1930s was an even more unlikely Castor and Pollux team, the Varian brothers. The two men may have been siblings, but in person few would have guessed that fact. Russell Varian was a gentle giant, with a great square jaw and huge hands; phlegmatic and slow moving. Sigurd Varian (“Sig”) was small and handsome. They were the sons of Irish theosophists and had been raised in the utopian community of Halcyon, California. As boys, the brothers had built and flown their own airplanes, a swashbuckling career that Sigurd pursued (he flew for Pan Am, opening new routes over Latin America) after dropping out of college. Russell took a different path. Developing a deep interest in the emerging field of electronics, he was accepted to Stanford. Because the family was poor, he chose to hike the 220 miles to school—and during his years studying under Terman, he often lived off the fruit growing on campus. Turned down for work on a PhD, Russell took a job in private industry.

It was Sigurd who came up with the idea for a new kind of microwave device, the klystron tube. This might seem surprising, but in fact Sig Varian had a good reason: dealing with old flight maps that sometimes showed swamps when there were mountains instead, he wanted a way to see the flight path ahead at night or through inclement weather. Thanks
to one of Russell’s old classmates, now a professor at their alma mater, Russell was invited back to Stanford with his brother to work on building a klystron.

What happened next was something that no one who saw it ever forgot. In exchange for giving away half of any royalties, the brothers set up in a physics lab near Terman’s and began to work. In the weeks and months that followed, the brothers seemed to work continuously, day and night. Visitors, including Hewlett and Packard, were astounded by what they saw: despite being so different, and having lived such different lives, Russell and Sigurd worked together like a kind of perpetual motion machine—rarely taking a break, seemingly sharing the same thoughts, finishing each other’s sentences, like two minds in one. Officially, Russell was responsible for the design, Sig for the building of the prototype, but each was deeply involved in the work of the other.

In August 1937, the Varian brothers completed and successfully fired up the prototype klystron. Within a year, it was licensed by Sperry Gyroscope—and just in time. The British, facing the prospect of German attack, were desperate to build a low-weight version of their new radar technology to put into planes and ships. The Varian klystron was the perfect solution. In radar, it played a crucial role in the Allied victory.

After the war, the Varian brothers founded Varian Associates to build multiple versions of the klystron. Interestingly, one of their most important customers was Stanford University, where Russell’s old professor and supporter William Hansen lined up scores of klystrons on a mile-long path and created the linear accelerator. By then, Russell and Sigurd had gone back to their old lives: Sigurd to building machinery and flying (he would die in a plane crash off the coast of Mexico) and Russell to helping design the equally monumental MRI technology for the medical world.

8: TRIOS

  
1.
By the way, some NFL teams learned to counter the West Coast offense by taking a cue from the other Niner hall of famer of those years, the defensive safety Ronnie Lott. Lott’s solution was to break up the precision of the offense, and thus Walsh’s controlled randomness, by asserting a randomness of his own, improvising his own play responses on the fly, shortening his decision-making time to what almost seemed like intuition, unmatched open field tackling, and sufficiently intimidating receivers so that
they
hesitated and he regained any lost time. This response resulted in a new kind of defensive back, the hybrid “elephant” linebacker—huge, fast, and free to take any role from pass coverage to rushing the quarterback—best exemplified by Charles Haley of the Cowboys
(though trained by the Niners) and Lawrence Taylor of the New York Giants. This underscores the fact that one of the
biggest
weaknesses of trios is coordination and the time it takes to achieve it.

9: FOUR AND MORE

  
1.
Belbin M. 2011. “Size matters: How many make the ideal team?” Belbin.es, www.belbin.es/rte.asp?id=153&pressid=31&task=View.

11: THE BIRTH AND LIFE OF TEAMS

  
1.
Scheer, George F., and Hugh F. Rankin. 1957.
Rebels and Redcoats: The American Revolution Through the Eyes of Those That Fought and Lived It
. New York: World Publishing Company, p. 504.

The pagination of this electronic edition does not match the edition from which it was created. To locate a specific entry, please use your e-book reader’s search tools.

Adams, Franklin Pierce, 175

additive tasks, 97

Adelphia Communications, 9

aftermath phase, 218, 239–46

age diversity, 73, 76, 86–87

Aglioti, Salvatore, 48

Alcoholics Anonymous, 129

Alibaba, 5, 14

Allen, Paul, 14, 125

Allen, Steve, 147

alumni group, 248

Amazon, 5, 8, 93

Anderson, Darrell, 105–12, 125

Andreessen, Marc, 8

antagonistic partnerships, 121–24

Aparaicio, Luis, 175

Apollo 13
, 7

Apple, xii, 7–15, 94, 119–20, 190, 193, 208

Aramis, 160

Arcade Fire, 193

Arcadia Invitational race, 104–5

Armani, Giorgio, 134

Armstrong, Louis, 118, 131

Arnold, Benedict, 249

Artist-Angel pairs, 133–35, 154, 159

Attila the Hun, 147

attitudes, 223

Australian Aboriginals, 26, 203

Australopithecine, 38

averaging contributions, 98

Ballmer, Steve, 14

Baran, Paul, 137–38

Bardeen, John, 120, 166–68, 170, 179

Barton, Bruce Fairchild, 145–46

Beach Boys, 122, 183

Beatles, 15, 184–85

Beck, Jeff, 122

Becker, Greg, 81

Behar, Howard, 102

Belbin, Meredith, 185

beliefs, 79–80

Bell Labs, 166–68, 170

Benét, Steven Vincent, 187

Berra, Yogi, 142

Berteig, Mishkin, 23

Best, Pete, 184

best practices, 248–49

Bezos, Jeff, 188–89, 198

Big Data, 32–34

Bismarck High School team, 105–12

Blaine, Hal, 193

Bligh, William, 140

bliss point, 85

body language, 57

bonding, 44–47

Bono, Sonny, 193

boundedness, 88, 94–95

Boyer, Ken, 142

brain, xix, 22, 36–37, 43, 47–54, 59–62, 68–70

Brando, Marlon, 137

Branson, Richard, 49

Braque, Georges, 120–21

Brattain, Walter, 120, 166–68, 170, 179

Brewer, Marilynn, 46–47

Brin, Sergey, 20, 119

British Army, 21, 142, 158, 210

British Empire, 24

Brock, Lou, 142

Brubeck, Dave, 118

Bryant, Boudleaux and Felice, 128

Bryant, Kobe, 81

Buffett, Warren, 126

Burns, Ursula, 49

Bushkin, Henry, 131

Busicom, 150–51, 169

Caesar, Julius, 18

Calloway, Cab, 122

Campbell, Glen, 193

Carnegie, Andrew, 127, 139

Carson, Johnny, 131

Carson, Kit, 116, 140

Castor-and-Pollux pairs, 102, 117, 122, 126–28, 143, 154–55

Catz, Safra, 136

celebrations and rituals

      
departure, 229

      
end of task, 238–39

      
formation, 220–23

      
welcoming, 229–30

Chained-Together-By-Success pair, 121–24

Chambers, John, 3

Chance, Frank, 165, 175–78, 181

Chanel, Coco, 134

change, 1–15

Chicago Cubs, 175–78

Chicago White Sox, 175

Chinese army, 18, 21

Christensen, Clayton, xiii, 208

Chrysler, 9

Churchill, Winston, 148

Cincinnatus, 246

Cisco, 3

Clapton, Eric, 184

Clark, Jim, 8

Clark, William, 116, 136

Clausewitz, Carl von, 147

Clinton, George, 193

Coakley, Andy, 175

cognitive diversity, 65–73

cognitive fitness, 87

collaboration, 38–39, 55–56, 62–64, 71, 118–19.
See also
cooperation

Collins, Bootsy, 193

combinatorics, 32, 71

communication, 58–59, 64, 72, 84, 89, 188–89, 224, 227

compelling tasks, 97

compensatory tasks, 98–99

completion phase, 217, 237–39

component tasks, 96

configural tasks, 99

conflicts, 70

conformity, 67–68, 85–86

congruence, 82–83

conjunctive tasks, 98

consequential tasks, 95, 97

consolidation and maturation phase, 217, 230–35

context-dependent thinkers, 66–67

context-independent thinkers, 66–67

control, 19, 95, 189

controlled randomness, 162–64

convergent thinkers, 69

conversational turn-taking, 72

Cook, James, 7, 140

Cook, Tim, 13

cooperation, 38–41, 54.
See also
collaboration

coordination, 89, 97

Cortés, Hernán, 7

Counterweight pairs, 135–38, 158

Cox, Wally, 137

Craig, Roger, 161–65, 177

creative abrasion, 69–70

creativity, 51, 67–68, 84–85

Crosby, Bing, 122

culture, 66–68, 73, 93, 95, 216, 223, 226–28

Custer, George Armstrong, 107

Davis, Jim, 93

Dean, John, 81

debate, 56

debriefings, 57, 99

Dell, Michael, 94–95

departures, 216–17, 229–30

Descartes, René, 115

Desmond, Paul, 118

Difference, The
(Page), 72–73

Digital Equipment Corporation, 169

DiMaggio, Joe, 142

Dior, Christian, 134

discretionary tasks, 99

discrimination and fairness perspective, 79

disjunctive tasks, 97

Disney, Roy, 127, 139

Disney, Walt, 127, 132, 139, 183

dissent, 84

Distant-Idol pairs, 145–49

divergence, 69, 85–86

diversity, xix, xx, 65–91, 95–96

      
challenges of, 72–77

      
cognitive, 65–71

      
formation phase and, 219

      
framing and, 78–79

      
mitigating cost of, 77–87

      
team size and, 189–91, 199, 207

diversity prediction theorem, 74

division of labor, 18, 64, 88, 96, 140, 190, 194

divisions, 27–30, 186, 206

Domesday Book, 25

Dumas, Alexandre, 160

Dunbar, Robin, 25–28, 43–44, 185

Dunbar numbers, 24–28, 31, 43, 185–86, 198, 203.
See also
team size

      
interconnections and, 31

      
multipliers and, 26–27

Durant, William, 120, 139

dyadic interactions, 46

Earl, Harley, 134

Earp, Wyatt, 116

Eastman Kodak, 7

eBay, 119, 190

Ebert, Roger, 122

Edison, Thomas, 120

educational diversity, 74, 82

egalitarian values, 92

Egypt, ancient, 18, 188

Elizabethan acting troupes, 203

Elizabeth I, queen of England, 148

Ellison, Larry, 127, 136, 139

Ely, Robin, 79

Eminent Victorians
(Strachey), 147

end phase, 217–18, 236–37

Epstein, Brian, 184

ESPN, 104

establishment phase, 215, 220–24

ethnic diversity, 74–75, 82

Everly Brothers, 122, 128

Evers, Johnny, 165, 175–78, 181

evolution, 37, 46–48

exclusion, 76

Exner, Virgil, 134

experience, 72–73, 82, 86–88

Explorer-Navigator pairs, 140

extroverts, 56

Facebook, 11, 14, 25, 30, 190, 197, 202

Fadell, Tony, 70

Faggin, Federico, 151, 169–70

failing teams, 245

      
healthy, 242–44

      
unhealthy, 227, 239–40

Fairchild Semiconductor, 1, 137, 151, 169

faked results, 241–42

farewells, 246–50

feedback, 56, 98

field-effect transistor, 167

Fields, Dorothy, 131

Finder-Grinder-Minder trios, 139–40

Finder-Grinder pairs, 139–40

finish, good, 236–37

Fisher, Lawrence, 134

Flatt, Lester, 118

Fleming, Lee, 71

focus, 96, 207

Forbes
, 4, 34, 148, 162

forced-ranking system, 95

formation phase, 215, 218–20

Four Tops, 193

Fox, Craig, 90

Fox, Nellie, 175

framing, 78–79

free riders (social loafers), 55, 89, 91, 97, 241

Frémont, John C., 116, 140

Frick, Henry Clay, 127, 139

fulfillment partnerships, 125

functional diversity, 76

functional phase, 215–16

Funk Brothers, 192–93

Future Arrived Yesterday, The
(Malone), 203

gaps, 208–9

Garbo, Greta, 118

Garland, Judy, 118

Garvey, Steve, 175

Gates, Bill, 14, 125

gating factor, 5

Gauguin, Paul, 121

Gehrig, Lou, 175

gender diversity, 70, 73–75, 77, 82

General Electric (GE), 14

generalists, 83

General Motors, 9, 120, 134

George III, king of England, 246

Gershwin, George and Ira, 126

ghost partnerships, 146, 148

Gilbert, John, 118

Gilbert, William, 121

Gillespie, Dizzy, 118, 122

Glaser, Joe, 131

Goleman, Daniel, 36

Goodwin, Doris Kearns, 148

Google, 2, 5, 8, 11, 20, 30, 70, 190, 197, 217

Got-Your-Six pairs, 116–17, 130, 149, 155

Grant, Ulysses S., 127, 130

Greene, Nathaniel, 212, 247

Grove, Andrew, 20, 122, 150–51, 171–74

Guggenheim, Peggy, 134

Hackman, J. Richard, 31–32, 95

Hamilton, Alexander, 212, 247–48

Hammerstein, Oscar, 122, 131

Hardy, Oliver, 125

Harrison, George, 184

Hart, Lorenz, 122, 131

Hatch, Orrin, 137

Hazel, Eddie, 193

healthy teams

      
successful, 244–45

      
unsuccessful, 242–44

Heathfield, Susan, 20, 21

Henrich, Joe, 42

Henson, Matthew, 140

Here-and-There pairs, 124, 159

Hewlett, William, 8, 27–29, 126–27, 226–27

Hewlett-Packard (HP), 27–29, 120, 127, 148, 226–27

hierarchy, 194–95, 198–99, 206, 219

Hillary, Edmund, 140

Hines, Earl, 118

HireVue, 34

hiring, 33–34, 74, 103

Hirshberg, Jerry, 69

Hoff, Ted, 150–51, 169–70, 170

Holiday, Billie, 118

Holliday, Doc, 116

hominids, 16–17, 21

Hope, Bob, 122

Hopkins, Margaret, 50

HP Way, The
(Packard), 27

Huawei, 20

Hunter, Joe, 192

hunter-gatherers, 16–17, 21, 26–27, 38, 203

Hutterites, 25

IBM, xii, xiii, 5, 13, 18

independence, 66–68, 93–94

information, 76, 80, 84, 96

innovation, xiii, 67–68, 208

Inside/Outside pairs, 138–39, 154–55, 159

Instrumental Trios, 174–78, 181

integration, 79, 83, 89, 99

Intel, 1, 20, 122, 137, 150–51, 169–74

interdependence, 92, 94–98

Internet, 2–3, 30–31, 138

interpersonal congruence, 82

interpretations, 73, 74

intuition, 53–54, 68

Isaacson, Walter, 148

Iwerks, Ub, 132

Jackson, Michael, 131

Jackson, Phil, 142

Jamerson, James, 192

James, LeBron, 81

Janus teams, 138

Java, 40

Jeter, Derek, 49

Jobs, Steve, xii, 9–15, 119–20, 131, 208

John, Elton, 131

Johnson, Kelly, xii

Jones, Ben, 71

Jones, Quincy, 131

Jordan, Michael, 142

Kandinsky, Wassily, 134

Kasparov, Garry, 53

Kaye, Carol, 193

Keeping Together in Time
(McNeill), 42

Kellogg, Harry, 81

Kennedy, Ted, 137

Kenobi, Obi-Wan, 141

Kern, Jerome, 131

key employees, 65

King, Don, 135

kin relations, 38–39

Kirk, Captain, 136

Kleiner, Eugene, 126

Kluszewski, Ted, 175

Knight, Phil, 109

knowing teams, 201

knowledge, 88

Knox, Henry, 212, 247–48

Köhler effect, 98

KPMG, 144–45, 158

Krzyzewski, Mike, 49

Kurosawa, Akira, 187

Lafayette, Marquis de, 247

Lamerala people, 42

Lane, Ray, 127, 139

Lasseter, John, 12

Latané, Bibb, 89–90

Laurel, Stan, 125

Lazzeri, Tony, 142

leaders, 19, 21, 63, 92–100, 185

      
diversity and, 67, 69–71, 76–79

      
launch tasks and, 94–96

      
mirror neurons and, 49–51

      
process losses and, 96–100

      
team life cycle and, 219–20, 223–28, 234, 237–45

      
team size and, 90, 186, 194–99, 206

Leakey, Richard, 17, 21

learned synergy, 52

learning, 56

Lee, Charles, 249

Lee, Henry, 212

Lehman Brothers, 9

Leingang, Jake, 105, 109–10

Lennon, John, 118, 122, 184

Lewis, Jerry, 122, 132

Lewis, Meriwether, 116, 136

Lifeboat pairs, 129–31, 155, 158

Lincoln, Abraham, 148

Loewy, Raymond, 134

logical approaches, 68

logistics, 97, 163

loneliness, 55–56

lone wolves, 70–71

longitudinal strength, 143

Lopes, Davey, 175

Lord of the Rings, The
(Tolkien), 152, 187

Los Angeles Dodgers, 175

Love, Mike, 122

Loy, Myrna, 118

Lu, Jonathan, 14

Ma, Jack, 14

Machiguenga people, 42

Magellan, Ferdinand, 7

Magic-Moment pairs, 117–21, 158

Magic Numbers, 22–24, 188, 192.
See also
Dunbar numbers

management, 92–100

      
7±2 teams and, 191–92

      
15±3 teams and, 194–99

      
50/150 teams and, 201, 205–6

      
diversity and, 76–78