The phenomenon of "Dream Teams" - groups of people who achieve spectacular success when working together - is an exception to the general rule that talented individuals consistently outperform teams. However, recent discoveries in psychology and neuroscience have revealed the secret sauce to creating and managing such teams. There are eight principles involved, and when applied, they can lead to exceptional team performance. Historically, our greatest moments in various fields - sports, business, art, science, and society - have occurred when humans defied the odds by synergistically combining their efforts, becoming more than the sum of their parts. This is not a random occurrence, but the result of subtle and often non-obvious interactions. Understanding the science behind these "Dream Teams" allows us to apply it broadly, enhancing personal relationships, work dynamics, business operations, community initiatives, and even global collaborations. This knowledge is crucial in a world that needs us to break through together, rather than break down due to individual differences. - Shane Snow.
Contrary to conventional wisdom, successful teams, referred to as 'dream teams', do not necessarily seek individuals who fit seamlessly into their existing culture. Instead, they actively recruit talent that brings something new and different to the table, understanding that this diversity is the key to breakthroughs. This approach is exemplified by Allan Pinkerton, founder of Pinkerton's National Detective Agency, who in 1856, hired the first female detective, a stark contrast to the FBI, which did not hire its first female agent until 1972. The traditional argument against hiring women in law enforcement was their perceived lack of physical strength. However, Pinkerton discovered that his first female detective, Kate Warne, brought a different approach to handling charged situations, often de-escalating dangerous situations without the use of force, a strategy that proved to be more effective1. This concept of diversity extends beyond gender and race, and includes a variety of perspectives and cognitive diversity. Dr. Katherine Phillips, vice dean of Columbia Business School, suggests that the mere presence of social diversity within a group can change people's behavior as they anticipate differences in perspectives. This diversity, in all its forms, contributes to the overall strength of a team. For instance, female police officers, who make up 12 percent of American cops, generate only 2 percent of police shootings and are eight times less likely to use excessive force. This suggests that a diverse police force, or any team for that matter, benefits from varied perspectives and approaches. Therefore, to enhance team performance, it is crucial to actively recruit individuals who bring something different to the table, understand each team member's unique abilities, and strategically draft people who think differently for high-stakes situations requiring novel solutions.
book.moreChapters
