- Pool interdependence: teammates work on separate, independent task that jointly contribute to the overall product: very low interdependence and coordination. So standardize requirements for process and outputs
- Sequential interdependence: outputs of one of the teammates become inputs for the other. So do planning and scheduling (centralized coordination can work)
- Reciprocal interdependence: outputs of one of the teammates become inputs for the other, and vice versa, often in very reciprocal, cyclical, iterative fashion: very high interdependence and coordination. So foster continuous information, flows, group meetings, multiple integrators.
Leaders tend naturally to tight manage teams by taking all coordination in charge but doing so often backfires.
Best practices: dividing work & coordination
- Use single-digit teams (team of 15 people enables over 100 unique peer connections)
- Have clear goals and performance standards
- Minimize links in communication (no middle man)
- Division of labor should be focused on the ultimate goal of the group
- Don't give the most important task to the least committed person!
- Try to preserve equity across projects and not within individual projects