Les pour et les contre du travail en équipe (via The Economist).
Companies are abandoning functional silos and organising employees into cross-disciplinary teams that focus on particular products, problems or customers.
[...]teams are hampered by problems of co-ordination and motivation that chip away at the benefits of collaboration. High-flyers forced to work in teams may be undervalued and free-riders empowered. Groupthink may be unavoidable.
The least that can be concluded from this research is that companies need to think harder about managing teams. They need to rid their minds of sentimental egalitarianism: the most successful teams have leaders who set an overall direction and clamp down on dithering and waffle. They need to keep teams small and focused: giving in to pressure to be more “inclusive” is a guarantee of dysfunction.
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