A few weeks ago, we had the chance to do Myers-brigs at our office. As it turns out I am an INTJ. You can find your own type on this site human-metrics.
As a base rule, mixing individuals from different personality types leads to better creativity albeit at the expense of efficiency.
Developers, in particular, have an even more nuanced environment. Fred Brooks famously said:
The programmer, like the poet, works only slightly removed from pure thought-stuff. He builds his castles in the air, from air, creating by exertion of the imagination. Few media of creation are so flexible, so easy to polish and rework, so readily capable of realizing grand conceptual structures....
This means as you grow your team, there are certain things to look out for. In this entry, we will be exploring the factors I think are the most important.
Does the team structure compliment individual’s strengths?
We perform best from a position of strength, yet somehow team leaders assign individuals to tasks optimised for the organisation rather than for the individual’s strength.
A simple test such as the MBTI can help you easily see who would work best with who.
As Wegner proposed in 1985 the greater intelligence born of the group mind which comes about from great collaboration is guaranteed to benefit your organisation.
Is anyone multitasking?
Human’s can not multitask. The illusion feels so powerful that the team leads don’t even need to push this agenda, the developers will take it upon themselves to do it!
Despite numerous studies, including this one Who Multi-Tasks and Why? Multi-Tasking Ability, Perceived Multi-Tasking Ability, Impulsivity, and Sensation Seeking we still assign developers to multiple projects.
Two projects are optimal for an individual developer, in this way, they can switch to a different task to give their mind a break and some room to chew on the project. Anything more is likely to lead to reduced productivity as the mind becomes too clouded.
Have you limited the team size?
We have limited cognitive ability in terms of the number of individuals we can maintain in our circle. Known as Dunbar’s number, it is shown we can actively keep at most 150 active social contacts.
I believe working groups are even smaller. Once the team size gets to more than 5, communication issues start sipping in. It becomes that much harder for the team to build and maintain a shared mental model.
Mike Cohn has an even simpler rule, no team should be so big it can’t be adequately fed by two pizzas!
What is the team’s purpose?
Shortly after joining Moringa, I was having problems getting the team to work together let alone towards any goal. I explained my dilemma to the CEO. She asked me, “Have you carried out a values exercise?”.
This question changed how I think about teams, yes we can impose what we want to the team, but the team just like any other complex system will work towards its own goals.
The only way to get your team to succeed is to imbue them with a sense of purpose which aligns with the organisation.
Can the team deliver the product from end to end?
A basic tenet of the scrum and agile methodologies, in general, is the concept of the cross functional team. The simplest definition I could find of such a team was:
A cross-functional team is a group of people with different functional expertise working toward a common goal.
Cross functional teams are the killer feature of agile. They bring about diverse views to the teams enabling good ideas to be quickly tested, built and shipped.
How long do the teams stay together?
In a previous entry, Stop killing your teams now! we discussed the tragic fate of most teams.
I believe now as I believe then, teams should be built for the long term. Like the tired cliche of the good wine, good teams get better as they mature.
How do you grow teams in your own organisation?