The paradox of teamwork

The concept of teamwork in the workplace as defined in the literature requires a planned development to reach its maturity and a reasonably stable environment in which it can operate, but today there is no assurance that either condition can be met. Development time has been truncated and stability is uncertain. Furthermore, teams as such have no identity and recognition and reward remain focused on the individual. Yet the value and the power of the synergy of teamwork are unchallenged and perceptive managers constantly seek to capture its benefits. Teams have the collective strength that will achieve targets and influence motivation and morale – but the ideas which stimulate their actions come from individuals, not necessarily their leaders. A team can incubate but it cannot initiate. Innovation begins when an idea and an individual meet, and much will depend on how the organisation then handles it. Acceptance of the significance of this should challenge managers to look more closely into the untapped potential of the individuals they now regard as team members. Otherwise they may lose them.