In a pseudo-team, the team members do not share a focus on collective performance and are unwilling to take risks to strengthen the team. In a working group, people coordinate their efforts but do not share common goals or a common purpose. The first two – working groups and pseudo-teams – are at the bottom of the performance curve. In their book The Wisdom of Teams, McKinsey & Co consultants Jon Katzenbach and Douglas Smith describe five levels of teams. A large majority of employees say they don’t like working on teams, which usually reflects experiences with working in groups that lack the qualities of a true team.

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