How to avoid the Sucker Aversion affect – reward team performance.
Written by Renée Safrata - email@example.com, February 07th, 2012
Many of my clients have recently downsized and are expecting fewer people to do more work. The business world has changed and companies are realizing they need to adopt new behaviours in order to be successful these days. In order to keep up with the demands, companies want more effective teamwork to keep productivity levels high.
I read an article in the Globe and Mail Report on Business. In “There is no shirk in teamwork” article, Wallace Immen describes teamwork and productivity as it relates to personalities on a team. He talks about how the ‘sucker aversion affect’ is a result of one person (a bad apple) not caring about project results or how the very idea of working collaboratively with others can spread quickly amongst a team and erode team productivity.
Wallace discusses how ongoing team peer feedback and rewarding team performance help defuse the negative impact of the sucker aversion affect. This struck a chord with me, as I’ve had personal experience with the the sucker aversion affect in recent team facilitation’s and wanted to share with you the various outcomes.
- With ongoing peer feedback, a bad apple left the company and team results are now soaring.
- Now that a reward structure is team-based rather than individual-based, a CEO recently reported hearing people ‘laugh in the hallways’. Furthermore, relationships are better and individuals are more engaged in their work.
- A team-lead reported that the shift to rewarding team work has resulted in faster execution on projects.
So, I ask all of you. Peak into your boardrooms, are groups working individually on projects and being pulled into the sucker aversion vortex or are people rewarded for team-work and giving on another feedback to short-circuit the bad apples behaviour?