Dynamic Teams - Fluidity for the win
summary
Claims that stable membership is necessary are challenged with specifics: Tuckman’s staged model lacks empirical support (a 2011 US military study shows stages overlap and teams constantly “storm”), multitasking cuts output (about 20% context-switch cost per additional project) and 100% utilization creates jams. Practical alternatives and patterns include mitosis (grow-and-split teams), temporary task forces, trading places, and internal transfer programs. Success depends on measurable levers: autonomy, connection, excellence, diversity and tracking engagement, cycle time and adoption.
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chapters (6)
- 0:00Start
- 44:16SOCIALIZATION
- 45:21MITOSIS
- 47:12VOLUNTEER FIRE DEPT.
- 48:06TRADING PLACES
- 49:49THERE IS NO TEAM.
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