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The overcommitted organization: Are you overloading your team?
Asking your people to work on too many projects at once may backfire. Here's advice from HBR on how to avoid this
Many CIOs today are tearing down business silos and cultivating a culture where nimble, cross-functional teams can tackle a variety of challenges at once – because the business needs speed. Multiteaming, the practice of having people assigned to multiple projects simultaneously, has clear benefits. But, as a recent HBR article points out, it can also lead to burn-out and conflicts if not managed properly.
Authors Mark Mortensen and Heidi K. Gardner studied collaboration in hundreds of teams over the last 15 years and found that while multiteaming is now common, spreading individuals too thinly across teams can create stress, fatigue, and burnout. In addition, according to the authors, “Competing priorities and other conflicts can make it hard for teams with overlapping membership to stay on track. Group cohesion often suffers.”
Based on their extensive research, Mortensen and Gardner offer several ways that leaders can anticipate the challenges of multiteaming and better capitalize on its benefits. Download this article to learn more.