Por qué olvidar el orden jerárquico en el trabajo? - Margaret Heffernan

Key Concepts

• Productivity vs. Aggression in Teams
• Super Chicken Model vs. Collaborative Model
• Social Sensitivity (Empathy)
• Equal Time Distribution in Groups
• Importance of Women in Teams (Diversity)
• Culture of Helpfulness
• Social Capital (Trust, Interdependence)
• Redefining Leadership as Facilitation
• Montreal Protocol Case Study

Chicken Experiment: Productivity vs. Aggression

William Muir's experiment with chickens demonstrated the counterproductive nature of prioritizing individual success over collective well-being.

• Experiment Setup: Two groups of chickens were studied over six generations. The first was an average flock, left to its own devices. The second was a "super flock" composed of the most individually productive chickens, selectively bred for each generation.
• Results: The average flock thrived, with increased egg production and healthy chickens. In the super flock, all but three chickens were dead, having been pecked to death by the others.
• Key Finding: Individual productivity, when achieved through suppressing others, ultimately harms the overall group's success. This is the "super chicken model."

The Super Chicken Model and Its Consequences

The "super chicken model" is a metaphor for organizations that prioritize individual competition and "superstars" over collaboration and collective success.

• Description: This model focuses on identifying and empowering the "brightest" individuals, assuming their success will drive overall performance.
• Consequences: Aggression, dysfunction, and waste, mirroring the results of Muir's super chicken flock. The most productive individuals achieve success by hindering the productivity of others.
• Alternative: A collaborative model that emphasizes social connectedness and mutual support.

MIT Research: Characteristics of Successful Teams

Research at MIT identified key characteristics of highly successful teams, challenging the notion that individual intelligence is the primary driver of group performance.

• Methodology: Volunteers were placed in groups and given difficult problems to solve. The success of each group was measured.
• Findings:
  1. Social Sensitivity: High-performing teams exhibited a high degree of social sensitivity, measured by the "Reading the Mind in the Eye" test (a test for empathy).
  2. Equal Time Distribution: Successful teams ensured that all members had roughly equal speaking time, avoiding domination by a single voice or passive participation.
  3. Gender Diversity: Teams with more women tended to perform better. The reasons for this are not definitively known, but possibilities include higher empathy scores among women or the introduction of more diverse perspectives.
• Key Takeaway: Social connectedness and the ability to understand and support each other are more important than individual IQ in determining team success.

Real-World Applications: Helpfulness and Social Capital

The principles of social connectedness and collaboration are illustrated through real-world examples, highlighting the importance of helpfulness and social capital.

• Arup (Engineering Firm): Arup's culture of helpfulness is central to its success. An engineer working on the Beijing Olympics equestrian center quickly solved a complex problem by seeking help from someone who had designed the New York Jockey Club.
• SAP: Believes any question can be answered in 17 minutes due to their collaborative environment.
• Software Company Example: The speaker's experience running a software company demonstrated that even brilliant individuals can be unproductive if they don't know or support each other.
• Modern Workplace Trends: Companies are implementing strategies to encourage social interaction, such as banning coffee cups at desks and creating communal spaces like vegetable gardens (e.g., at IDEXX).
• Social Capital: Defined as the reliance and interdependence that builds trust within a group. It is crucial for resilience, momentum, and robustness.

Social Capital: Time, Trust, and Candor

Social capital is built over time and fosters an environment of trust and candor, leading to better ideas and increased productivity.

• Time as a Key Factor: Teams that work together longer develop stronger social capital.
• Alex Pendleton Example: Synchronizing coffee breaks at one company led to a $15 million increase in profits and a 10% increase in employee satisfaction.
• Characteristics of Teams with High Social Capital: Members are often "scratchy," impatient, and independent thinkers. Conflict is frequent but safe, allowing for the refinement of ideas.
• Idea Development: Ideas are not born fully formed but emerge through collaboration, challenge, and support.

Redefining Talent and Leadership

The traditional focus on individual "stars" needs to be replaced with an appreciation for collaboration and a redefinition of leadership.

• Royal Academy of Dramatic Art (RADA): Teachers look for the interactions between students, not just individual talent.
• Music Industry: Successful musicians are often outstanding collaborators with long careers.
• Ingenious Companies: Superstars are not readily apparent because everyone's contribution is valued.
• Management by Talent Contest: This approach pits employees against each other and should be replaced by fostering social capital.
• Motivation: Money erodes social connectedness; people should be motivated by each other.
• Leadership: Redefined as creating conditions where everyone can do their most courageous thinking together.

Montreal Protocol: A Case Study in Collaborative Success

The Montreal Protocol, an international agreement to phase out chlorofluorocarbons (CFCs), provides a compelling example of the power of collaborative problem-solving.

• Challenge: The risks were immense, as CFCs were ubiquitous, and no substitutes were known.
• Team Principles:
  1. No stars: Everyone's perspective was valued.
  2. Highest standards: The team aimed for the best possible solution.
  3. Hands-off leadership: The team leader provided support but avoided interfering with the process.
• Outcome: The team successfully developed a CFC substitute ahead of other companies, and the Montreal Protocol became the most successful international environmental agreement ever implemented.

Conclusion

Solving complex problems requires a shift from the "super chicken model" to a collaborative approach that values social connectedness, helpfulness, and shared leadership. By fostering social capital and creating environments where everyone can contribute their best thinking, organizations can unlock the energy, imagination, and momentum needed to achieve extraordinary results.