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The New Why Teams Don't Work by Harvey Robbins, Michael Finley

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Epilogue: Toward Team Intelligence

We began by pledging this wasn’t going to be another team happy-talk book. We hope we didn’t come across as too negative, though. We believe in teams. But teams are trouble, because they’re made of people, and people are trouble.

The happy-talk books pretended that just murmuring the mantra of teams would cause all the creepy organizational goblins—inefficiency, low productivity, befuddled processes, high cost, bloated workforce, poor morale, poor return on investment—to fly away.

Teams would magically outperform the old hierarchical system, and everybody would get along, and you wouldn’t need the metal detector at shareholders meetings. Quality without tears.

But hey, guess what: There ain’t no such thing ...

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