| ▲ | madaxe_again 2 days ago | ||||||||||||||||
There’s another aspect that the author doesn’t touch upon that seems to materialise when a team reaches a certain size - politics. For whatever reason, whenever you have more than about seven people in a team (in my experience, anyway), office politics seem to appear as an emergent phenomenon, and instead of people pulling together to a common goal they’re suddenly trying to undermine one another. My best theory as to the why is that too many direct reports result in vying for attention of a manager, and people rapidly realise that outperforming others in their team doesn’t work nearly as well as throwing shade at one another. Our solution was to constantly rotate - task oriented teams formed and dissolved on a per-case basis. This broke the cycle of power-brokering, and limited the fallout from whatever petty drama was manifesting this time. | |||||||||||||||||
| ▲ | jodelamo 2 days ago | parent [-] | ||||||||||||||||
> My best theory as to the why is that too many direct reports result in vying for attention of a manager, and people rapidly realise that outperforming others in their team doesn’t work nearly as well as throwing shade at one another. This just sounds like a more deeply rooted work culture problem to me. | |||||||||||||||||
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