Many workers these days are members of multiple concurrent teams. Create an environment where they will thrive to capitalise on the benefits of “multiteaming”.
It’s increasingly common to assign people to multiple projects simultaneously – something Mark Mortensen and Heidi K Gardner, writing for Harvard Business Review, call “multiteaming”. This is a blessing and a curse: it increases efficiency and knowledge sharing, but also creates costs and challenges that need to be managed. The authors offer solutions to common problems, for both team and organisational leaders.
WHY MULTITEAMING MATTERS