Your argument would be more defensible if you made it clearer that this is merely one possible abuse of the concept of a team. But I don't think your over-simplification is ever true, even if a manager or organization tried to make it so (consciously or not). The point of the article (and even, to a lesser extent, the research cited) is that teams enlarge the solution space, increase the degrees of freedom. With a team, there are more paths to success than with an individual. And often, those paths are occult. For example, a good team may well include a spectrum of the extro-intro-verted, where the extreme introverts can be shielded from overly social contexts by the moderate extroverts. This might allow the team to exploit the talents of both types.
On 10/26/2016 12:59 PM, Marcus Daniels wrote: > Overall, I think managing individuals is often about undermining individuals. > ... A `team' is just code for a preference (by management) for particular > personality trait -- extraversion. People that feel energized or just > reassured by the presence of others as opposed to those people that may find > the ongoing needs of others a drain and a distraction on their attention. -- ␦glen? ============================================================ FRIAM Applied Complexity Group listserv Meets Fridays 9a-11:30 at cafe at St. John's College to unsubscribe http://redfish.com/mailman/listinfo/friam_redfish.com
