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Teamwork Index

Engineer collision paths that create and strengthen creative connections.

What metrics grow cohesion and flow?

If you invest heavily in a few smart people, you have a very small learning surface exposed: there is only so much even very bright people can learn at one time. Whereas when the entire team meets a certain standard for competence, there is a very large learning surface exposed and the team is able to absorb more information. - raganwald

Mantra

The leader is the one that knows what to do next.

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Intentions​

The greatest challenge to making progress in any organisation is aligning intentions around what progress looks like, and the best path to get there.

The best teams share mental pictures to collectively coordinate in taking the right decision, at the right time, in the right way, for the right reasons.

Organisation​

In the age of AI and the potential of decentralized permissionless leverage:

  • How can organisations practice better habits to harness the organizing power of intent?
  • How can organisations act with greater collective wisdom?
  • What is the optimum size for an organisation to embark on a journey of discovery?
  • What capabilities are required to combine, what systems required to scale?
  • What communication protocols enable more valuable human interactions?

Laws​

  • Dunbar's Number: 150 people is the maximum number of people with whom one can maintain stable social relationships.
  • Price's Law: 50% of the work is done by the square root of the total number of people who participate in the work.

Cohesion Metrics​

How can a data-driven decision making be used to align intentions around core values that provide stability, improve understanding, and cohesion in driving long-term success across various environments and domain problems.

Understanding​

These forms of understanding are considered highly undervalued resources in team performance.

  1. Understanding between People
  2. Understanding of Roles
  3. Understanding of Systems

Importance of Consistency​

Understanding between people can only be built over time and through consistency. Constantly changing team members prevents the development of this understanding.

Loyalty and Defence​

The greatest attribute related to cohesion is defence through deep loyalty. Players tend to stay longest at their first club, and frequent changes can lead to decreased loyalty or increased compensation demands.

tip

Depth of moat is measured in true loyalty

Destroyer of Cohesion​

One of the biggest threats to cohesion is Action-Bias - the tendency to make changes when things are going wrong, even when changes are not necessary. The example of Richmond's AFL success in 2017 is cited, where patience from the board eventually led to success.

Influence of Money​

While money can buy skill, cohesion is considered a more valuable asset because it allows for the improvement of people over time and achieves sustainable success. This concept is illustrated by the "Bayern Munich Mirage" or "Melbourne Storm Mirage," where players from cohesive teams often underperform when moved to new clubs.

Application​

The principles of Cohesion Analytics are not limited to sports teams. They can be applied to various team environments, including businesses, hospitals, and other organizations. Key takeaways for non-sports teams include:

  1. Valuing loyalty and continuity in team composition
  2. Fostering understanding between team members
  3. Avoiding unnecessary changes driven by short-term pressures
  4. Recognizing that stability can lead to skill development and team success

Implications for Leadership​

Leaders in various fields have found resonance with Cohesion Analytics research. The data supports the notion of a "Champion Team" rather than a "Team of Champions." This suggests that leaders should focus on:

  1. Developing talent within the organization
  2. Maintaining team stability
  3. Fostering loyalty through fair treatment and recognition
  4. Balancing the search for new talent with the development of existing team members

Team Selection​

What does a team look like, that is capable of coordinating in taking optimal decisions?

Prefer team players that consistently demonstrate character and discipline over talented yet inconsistent individuals. Balance character versus capability across:

  • Dreamer (Selling) vs Engineering (Doing)
  • Academic vs Street Smarts
  • Perspective vs Enthusiasm
  • Youth vs Maturity
  • Extrovert vs Introvert
  • Optimist vs Realist

Project Management: Match Zone of Proximal Development and MKOs to build teams that have the energy to do great things.

More Knowledgeable Others​

Manage teams to spend time with More Knowledgeable Others (MKOs) where members can recognise each others Zone of Proximal Development and help each other to level up.

The concept of MKOs comes from the research of Lev Vygotsky a Russian psychologist that believed education is socio-cultural.

Eventually that person becomes more knowledgeable and scaffold the next generation of learner.

Mantra

Play long term games with long term people.

Zone of Proximal Development​

Zone of Proximal Development: The best person to teach another how to pass through a challenge is someone that has just completed the same challenge.

Use blockchain protocols and crypto incentives to create scaffolding to solve common problems globally so that energy can be focused on creative breakthroughs.

Mantra

Deepen values while developing complimentary talents

Rugby Index​

In rugby balanced selection is based on positional partnerships and time working together in close combination both on and off the pitch.

  • long-term cohesion: greater than two years
  • medium-term cohesion: less than two years
  • in-season cohesion: the highest weighting

What is the most important question you could ask yourself to make progress?