The Ubiquitous Team

Humans enjoy (and sometimes suffer from) a richness of relations. We first form bonds with family members, then start to make friends of different kinds. As we get older, we join groups, collaborate with others, and participate in many kinds of associations. Throughout all of this, solitude allows us to make sense of our relationships, come back to ourselves, and regather our strength and thoughts. Often relations change or break; often they renew themselves in different forms.

Today the concept of the “team” has overtaken all other associations. Just about every group gets called a “team”; and relations outside of teams get short shrift. It is even common to address people as “team.” The problem is not with teams or teamwork but with their ubiquity: the insistence that everyone be part of a team and the suggestion that any resistance at all to the team is a show of personal selfishness or weakness.

The team is just one form of association. Its role is to work toward a concrete goal in a tightly coordinated manner. For instance, if you are an athletic team, your goal is to score more points than the opposing team. You work together toward that end. No single athlete’s brilliance matters unless it contributes to that goal. Likewise, if you are working with others on fundraising (for instance) and have a specific target to achieve, then those contributing to the achievement of the goal are acting as team members.

But there are many forms of collaboration and association that are not quite team-like. A musical ensemble, for instance, is not typically called a “team” (though this is changing as the “team” denomination spreads over onto everything). Although musicians work tightly together, there is a soul to what they do, a kind of solitude to each contribution. Also, the goal is somewhat concrete but not only concrete. A concert goes beyond attaining a goal.

In addition, many associations benefit from the differences and divergences of the members. The work may not be tightly coordinated at all. For instance, in a college English department, the faculty may have different areas of specialty and different approaches to literature. Insofar as they can engage in dialogue, insofar as they have enough common ground, and insofar as the students benefit from their differences, it is good for their efforts not to be too strictly defined and pieced together. As the economist John Jewkes noted in 1958, overemphasis on teamwork can diminish not only individuals, but dialogue between them.

Beyond that, the richest personal and professional associations are often not group relationships, but one-on-one collaborations, friendships, and partnerships. Rarely can a group attain the understanding, rapport, and sympathy that exists between two. When the team is treated as the pinnacle of relations, even personal conversation, even original ideas get subordinated to the team. There is subtle pressure to include others in conversation at all times, to avoid saying things that stand out, to give others credit for one’s own work, and to reserve one’s highest praises for the team.

Teams and teamwork are not bad in themselves; they have an important place in daily life. Most of us have situations where we need to work tightly with others and where our own thoughts and wishes must recede for a while. Yet there is also work that we do better alone or with select others–and work that isn’t quite teamwork. Also, we must not always be working; there must be room and time for thought, exploration, rest, and laughter.

Learning to serve a larger endeavor is also valuable–but there are times not to do so, and many ways of doing so. It is at least as important to diverge from the group–when such divergence is genuine–and to question group assumptions. This may interfere with “teamwork” in the sort run but may actually enrich the work and the relations. As far as I know, we only get one life on earth. It would be a shame to waste it by flattening oneself.

So, without disparaging the team in itself, without dismissing its specific value, I resist its ubiquity with all my heart and soul. There are many more ways to be with oneself and others.

Leave a comment

2 Comments

  1. I have long found the rhetoric of teamwork irritating, and the reason why is not too hard to figure out. Working in groups very often dilutes or even negates individual effort. It often foster’s mediocrity. We like to think that the individual strengths of members are added, but it can also happen, and often does, that the individual weakness and limitations of members are added.

    I have long felt that “groupers” and “nongroupers” don’t understand each other at all. I have expanded on this idea in “Let’s Do It Together” on my website http://www.brianrude.com/let%27s-do.htm

    Reply
  1. Have We Given Up on Conversation? | Diana Senechal

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s

%d bloggers like this: