Many managers think they and their teams work best when under pressure. It’s a common belief that we come out fighting when our backs are against the wall, the situation inspiring us to channel our creativity and problem-solving capabilities and produce our best work.
However, this belief is wrong, according to Virginia Eastman, writing for Management Today. She cites research on how teams perform under pressure by Harvard academic Dr. Heidi Gardner.
Having studied hundreds of professional services teams, Gardner observed a common tendency to switch into failure-prevention mode when the teams were put under intense pressure.