What Google Learned About Teams

“What Google Learned From Its Quest to Build the Perfect Team”

They make a programs, a way for students to practice working in teams and a reflection of the increasing demand for employees who can adroitly navigate group dynamics. A worker today might start the morning by collaborating with a team of engineers, then send emails to colleagues marketing a new brand, then jump on a conference call planning an entirely different product line, while also juggling team meetings with accounting and the party-planning committee.
Every day, the teammates gathered to discuss homework assignments, compare spreadsheets and strategize for exams. Everyone was smart and curious, and they had a lot in common. These shared experiences, would make it easy for them to work well together.
Today, on corporate campuses and within university laboratories, psychologists, sociologists and statisticians are devoting themselves to studying everything from team composition to email patterns in order to figure out how to make employees into faster, better and more productive versions of themselves.
THE WORK ISSUE:

Software engineers are encouraged to work together, in part because studies show that groups tend to innovate faster, see mistakes more quickly and find better solutions to problems.

Studies also show that people working in teams tend to achieve better results and report higher job satisfaction.

Google’s People Operations department has scrutinized everything from how frequently particular people eat together (the most productive employees tend to build larger networks by rotating dining companions) to which traits the best managers share (unsurprisingly, good communication and avoiding micromanaging is critical; more shocking, this was news to many Google managers).
The technology industry is not just one of the fastest growing parts of our economy; it is also increasingly the world’s dominant commercial culture.
Google’s intense data collection and number crunching have led it to the same conclusions that good managers have always known. In the best teams, members listen to one another and show sensitivity to feelings and needs.
Employee performance optimization movement has given us a method for talking about our insecurities, fears and aspirations in more constructive ways. It also has given us the tools to quickly teach lessons that once took managers decades to absorb.

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@ By Charles Duhigg /What Google Learned About Teams