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conflict
on the one hand, and 
group think
 
(excessive cohesion) on the 
other. 
Teams and teamworking are very much in fashion, but there are potential 
drawbacks
. 
(a) 
Teamworking is not suitable for all jobs – although some managers do not like to admit this. 
(b) 
Teamwork should be introduced because it leads to better performance, not because people feel 
better or more secure. 
(c) 
Team processes (especially seeking consensus) can delay decision-making. The team may also 
produce the compromise decision, not the right decision. 
(d) 
Social relationships might be maintained at the expense of other aspects of performance.
(e) 
Group norms may restrict individual personality and flair. 
 EXAM FOCUS POINT 
There is an article on the ACCA website entitled “The importance of teams” that is relevant to material 
in this section.
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CHAPTER 14
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INDIVIDUALS, GROUPS AND TEAMS 
 
363 
(f) 
'Group think' (Janis, 1982): team consensus and cohesion may prevent consideration of 
alternatives or constructive criticism, leading the team to make risky, ill-considered decisions. 
(g) 
Personality clashes and political behaviour within a team can get in the way of effective 
performance. 
3.3 Organising teamwork 
Multi-disciplinary
teams contain people from different departments, pooling the skills of specialists. 
Multi-skilled 
teams contain people who themselves have more than one skill. 
A team may be called together temporarily, to achieve specific task objectives (
project team
), or may be 
more or less permanent, with responsibilities for a particular product, product group or stage of the 
production process (a