We have a pretty good idea of the characteristics that support very high individual performance in a variety of fields, from jazz to track to physics to business. An earlier post discussed some of the different combinations of features that characterize leaders in several different professions (link). And it isn’t difficult to sketch out qualities of personality, character, and style that make for a great teacher, researcher, entrepreneur, a great soccer player, or an exceptional police investigator. So we might imagine that a high-performing organization is one that has succeeded in assembling a group of high-performing individuals. But this is plainly untrue — witness the New York Yankees during much of the 2000s, the dot-com company WebVan during the late 1990s, and the XYZ Orchestra today. (Here is a thoughtful Mellon Foundation study of quality factors in symphony orchestras; link.) In each case the organization consisted of high-performing stars in their various disciplines, but somehow the ensemble performed poorly. The lesson from these examples is an obvious one: the performance of an organization is more than the sum of the abilities of its component members.Understanding Society
In fact, it seems apparent that organizational performance, like physical health, is a function of a number of separate parameters:
What drives organizational performance?
Daniel Little | Chancellor of the University of Michigan-Dearborn, Professor of Philosophy at UM-Dearborn and Professor of Sociology at UM-Ann Arbor