Disadvantages of teamwork
|Disadvantages of teamwork|
Teamwork has many advantages and benefits, but unfortunately there are also numerous limitations that negatively affect the effectiveness of team work, sometimes they can even prevent this work, leading to the breakup of the team. The most important disadvantages of team work can therefore include:
Disadvantages resulting from the motivation of team members
- danger of personal goals and intentions over and above primary goals - team members may place their own goals over the goals of the team in order to achieve benefits.
- striving to maintain our own individuality - the individual seeks to present his own dissimilarity.
Defects resulting from differences in the competences and views of individual team members
- domination by the individual - especially by a stronger, more attractive unit, even if it has lower than analytical skills, it may turn out that it will have the greatest impact on the final decision.
- the phenomenon of suppression of minorities - it happens that people who have a different opinion than the majority are ignored and mistreated.
- "Group thinking syndrome" - the participants who create a team can so far strive for unanimity that at the time those unpopular and different views are not perceived, the principle is recognized that silence means consent.
- group polarization - a situation in which a shift towards a greater risk is observed, or on the contrary, team decisions are more cautious than an individual.
- the risk of making compromise decisions as a result of the group's indecision - team members may have different opinions on the topic and persist in taking them, this may lead to a situation where they will be forced to make compromise decisions to be able to complete a given stage.
- greater risk-taking - team members are more willing to make risky decisions, because there is no individual responsibility, the whole team is responsible, which is why sometimes hasty decisions are taken too quickly, the consequences of which can be unpleasant.
- social idleness (social laziness) - is expressed in the tendency of some participants to be less involved in performing tasks, hoping that someone else from the team will do it anyway, thus losing the whole team.
- dispersion of responsibility - expressed in the distribution of responsibility for decisions and tasks.
- the problem of the distribution of prizes among team members - the rewards received may be disproportionately distributed among the team members concerned.
- the possibility of conflicts - there may be conflicting interests in the group, individuals may have different beliefs, needs or goals. It is important to correctly identify the causes of conflicts and guide them accordingly, because unresolved conflicts can even lead to the breakup of the team.
Disadvantages associated with the organization of the team's work
- longer decision-making time - decisions taken by the team require more time than if they were taken by the unit, in addition to the longer time needed to make a decision, costs also increase.
- lack or excess of leaders - a disadvantage may be the lack of a person who would coordinate the entire work of the team, watch over the implementation of tasks, as well as too many such people.
- necessity of planning - there are many things that should be planned in order for the team to work successfully, such as time and place of meetings, which are connected with incurring expenditures of time and financial expenses.
- chaos - danger of clutter if team members are discussing different issues at the same time.
- Hoegl, M., & Gemuenden, H. G. (2001). Teamwork quality and the success of innovative projects: A theoretical concept and empirical evidence. Organization science, 12(4), 435-449.
- Hall, P. (2005). Interprofessional teamwork: Professional cultures as barriers. Journal of Interprofessional care, 19(sup1), 188-196.
- Stevens, M. J., & Campion, M. A. (1994). The knowledge, skill, and ability requirements for teamwork: Implications for human resource management. Journal of management, 20(2), 503-530.