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How should teams of experts working on knowledge-intensive projects be structured? Should they be hierarchical? Or will flexible, self-organized groups perform better?
Teams often struggle with how to get the most value from the members’ expertise, to minimize conflict, to integrate their diverse expertise, and to leverage it during all phases of a project.
The traditional approach is to put the person with the most experience and expertise in charge — for example, a head coach or a chief programmer. The assumption is that this person has the expertise to make the best decisions about how to allocate tasks and responsibilities. Teams that adopt this model feature a rigid hierarchy, whereby final decisions are centralized through this single, formally designated individual.
Via The Learning Factor
A study of 71 software teams reveals a striking pattern.
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