Chapter 3Build Teamwork with Interpersonal Practices
One VP of R&D asked me this question: Why didn’t his resources act like teams? He could see that they didn’t trust each other much. He knew he wasn’t getting the value he thought he paid for. He was confused.
Part of the problem was his thinking. He thought about people as “resources.” Yes, what you call people matters. He didn’t mind moving people off and onto projects at will. He also ranked people against each other. That made them want to collaborate less, not more.
The people on the team reflected his values. They treated each other as resources. They hated to ask for help. They knew they would be ranked against each other, so they competed, not collaborated.
Not surprisingly, they weren’t ...
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