Several years ago, Google launched a big study to figure out what makes teams successful. In 2012, Google launched Project Aristotle – a quest to build the perfect team. “We were dead wrong,” says Rozovsky, who set out to on Project Aristotle, Google’s two-year project aimed at uncovering what characteristics make up the perfect team. Poorly planned and executed meetings were causing great inefficiencies and quashing divergent voices. Google tries to “Google” the Answer Google began its study by examining and analyzing its massive collection of employee data. They wanted to find out what the main ingredients of the effective high-performing team were and gathered some of the company’s best specialists, including statisticians, organisational psychologists, sociologist … They deployed this incredible talent on a quest to find out what makes their best teams click. Teamwork case study: Project Aristotle. Apparently, “psychological safety” is a requirement of perfect teams. Can psychological safety be engineered? Project Aristotle expected to find something quantifiable, like the optimal team size or the most productive structure for group meetings. Fast forward two years, and Project Aristotle has managed to study 180 Google teams, conduct 200-plus interviews, and analyze over 250 different team attributes. Project Oxygen came about in 2008 as a means to address the management crisis. In 2012, the company embarked on an initiative — code-named Project Aristotle — to study hundreds of Google’s teams and figure out why some stumbled while others soared. In 2012, the company embarked on an initiative — code-named Project Aristotle — to study hundreds of Google’s teams and figure out why some stumbled while others soared. In response, Google launched ‘Project Aristotle’ and set out to study hundreds of teams to figure out why some struggled and some soared. Dubey, a leader of the project, gathered some of the company’s best statisticians, organizational psychologists, sociologists and engineers. Google, for example, in 2012, started an initiative called Project Aristotle, named after his famous quotation: "the whole is greater than the sum of its parts". ... described the strategy in a recent Harvard Business Review article. He also needed researchers. In 2012, the company embarked on an initiative — code-named Project Aristotle — to study hundreds of Google’s teams and figure out why some stumbled while others soared. This issue of team effectiveness confounds all sectors. While all five were necessary to create a successful team, psychological safety stood out as the most important factor. And Google’s Project Aristotle found that psychological safety was the single most important element of its high-functioning teams. There were many team behaviors that seemed to contribute positively to the creation of a perfect team but this one environmental factor proved to be THE most critical to making a team work. The goal of the research – uncover what makes a highly effective team. We had learnt from Google’s Project Aristotle that equal share of voice and psychological safety were the key ingredients to high-performing teams, so we set out to design a new ritual to address these issues (more on this soon! Although these functions are very specific to google their underlying message is similar to the four management functions are proposed by 20th century industrialist Henri Fayol. In another study, Google sought the perfect formula for creating effective teams. During a study that Google called “ Project Aristotle” , researchers sliced and diced the data in countless ways in search of commonalities between successful teams. Because it involves cultivating better communication and empathy among staff – potentially changing ingrained behaviour established throughout their lives – psychological safety can be difficult to achieve. In an environment where the conventional is always challenged, Google’s People Innovation Lab started Project Oxygen trying to prove that manager quality does not have an impact on performance. This paper will analyze the case study of Harvard Business Review, Oxygen Project, and clarify the management problem in Google ’ s organization. ). Google’s Project Aristotle: Uncovering The Secrets Of Highly Effective Teams Google studied teams along a spectrum of performance – some were high performers, some low performers. • NYT Article: http://tinyurl.com/jbvmtmf • Harvard Research (2002): http://tinyurl.com/hwqyp44 Google’s Project Aristotle evaluated 180 teams from across their organization. Google's Project Oxygen research discovered 8 traits that make exceptional Google managers. Google named their project after Aristotle because of his famous quotation: "the whole is greater than the sum of its parts". The Why of Google’s Project Aristotle Individual brilliance vs. team effectiveness . Researchers interviewed over 200 employees and looked at more than 250 attributes of over 180 active Google teams. Slideshare uses cookies to improve functionality and performance, and to … To determine what made great teams, Google undertook “Project Aristotle.” (Google named the project after Aristotle because of his famous quotation “the sum is greater than its parts.”) This massive research project analyzed 200+ factors from 180 active teams across Google. Google’s project Aristotle is one of the coolest pieces of research about what makes a good team. What they found was this: psychological safety was clearly vital to a team’s success. He also needed researchers. Google created project Aristotle to find out what is the common attributes within successful teams The conclusion ... (Harvard Business Review 2013). When you happen to be Google you have access to some of the smartest statisticians, organizational psychologists, sociologists and engineers around. In one of the most extensive business research projects ever conducted, Project Aristotle, Google found, to their surprise, that the number one driver of team performance is psychological safety… Contrary to their expectations, the researchers reported that the capabilities of the individual team members mattered less for team performance than group processes (how team members shared information … This insight is the result of almost 30 years of research by Edmondson, supported and reinforced by an extensive two-year research program (Project Aristotle) among 15,000 employees done by Google (read about Project Aristotle in … What Project Aristotle Found. Learn what Google's most successful teams have in common. That the personalities of team members don’t matter. Individual brilliance is great, but the team cohesiveness is more important.Most of the work done today is in the form of projects that involve multiple people working in teams. (The name of the project is a tribute to Aristotle’s quote that “the whole is greater than the sum of its parts.”) At first, Google was at a loss to explain what makes for great teams. Several years ago, Google planned to determine what factors drove the creation of strong teams as part of business strategy, in an experiment called “Project Aristotle.” It’s conclusions? A group of us in Google’s People Operations (what we call HR) set out to answer this question using data and rigorous analysis: What makes a Google team effective? Strategy in a recent Harvard Business Review article psychological safety was the most... 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