Bridging Faultlines in Diverse Teams Harvard Case Solution & Analysis

In the study team in the major companies in Europe and the United States, believes that the diversity and complexity becomes the rule. Different teams bring range of experience and attitude to meet the challenges of the company. Paradoxically, however, the very nature of team diversity often creates conditions that reduce innovation potential teams. Illustrates the many failures in cooperation and exchange of knowledge, as a result of the fault - sub-groups or coalitions that occur naturally within the team, as a rule, by demographic lines such as age, gender, and functional background, but feels that some teams were able to co-operation and knowledge despite the fracture. The determining factor was the behavior of the team leader and, in particular, the extent to which the leader was focused or relationship-oriented. Where is it most likely will be a strong fault, many managers tend to encourage team members to get together. However, the simple communication can make the difference more obvious people and cause the fault to solidify. Recommends that leaders change their leadership style according to how long the team has been together, and highlights four steps to the success of a variety of groups: leaders need to diagnose the likely scale of the fault in the new team, focusing on the problem of orientation, when the newly formed team to consider when switch in leadership style would be most appropriate, and finally, to build a relationship-oriented style. The transition from the task-oriented relationship orientation will be successful only if the team has developed a clear protocol for communication and coordination, and establish an operating structure. "Hide
by Lynda Gratton, Andreas Voigt, Tamara J. Erickson Source: MIT Sloan Management Review 10 pages. Publication Date: July 1, 2007. Prod. #: SMR250-PDF-ENG

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