Resilience + Innovation Roadmaps Part 2: Team of Teams
Team of Teams: New Rules of Engagement for a Complex World
By General Stanley McChrystal with Tantum Collins, David Silverman, and Chris Fussell.
TLDR; Read and re-read this book
This is a book review of the above-mentioned book. You should read it.
Companies that use “command-and-control” models of organization are at high risk of being disrupted. This book explains the risks and weaknesses of command-and-control systems. It goes into their mechanics and provides a roadmap for transforming to a structure that can succeed in the modern world and fast-changing complexities.
This is “strategy” in the literal sense of the word
“Greek “stratēgia”= “generalship”, from “stratēgos””
Some definitions of the term “strategy” use lots of words. To stay simple, I’ll reference the Greek word itself, which means “generalship.” This book provides the General’s view of the situation faced by the United States Joint Special Forces Command (JSOC) in the conflict of Iraq in 2004.
The book is written by retired General Stanley McChrystal with Tantum Collins, David Silverman, and Chris Fussell. General McChrystal was the head of US Joint Special Forces Command (JSOC) during the Iraq conflict. Chris Fussell served as his aide de camp (i.e., Chief of Staff) for a time and now reprises that role in retirement as president of the McChrystal Group.
Inferior forces outmaneuver JSOC and frustrate its mission
JSOC in Iraq is facing a problem. It quickly realizes that dated ideas and management systems are setting it up for failures.
The enemy (Al-Qaeda in Iraq or “AQI”) was proving elusive despite being disadvantaged by every known measure. JSOC discerns the problem as a systems problem. What they are experiencing is not that they are failing to execute. It’s that command-and-control management systems are inadequate in fast-changing, complex environments. The problem they are facing is, by definition, a systems problem.
Double click: reviewer’s note
If ANY organization could make a system work, this would be it. The individuals in their command are selected through grueling training programs. Drowning is part of SEAL BUD/S for example. Special forces training is grueling and legendary.
This is a group of people who set standards with their willingness to endure hardship. These are the individuals who never give up. And these guys decided the traditional command-and-control system couldn’t be made to work. That begs the question: what shot do you figure your organization has?
Following the journey from problem recognition to solution
The book structure makes the problem clear and then gives it context. It’s written in a way that you are able to make sense of what’s happening—and you gain a perspective on the history of industrial engineering and organizational development in the process.
You’ll go behind the scenes of a secretive world to learn how these leaders redefined the ideas of resilience and effectiveness in one of the most disruptive environments imaginable.
The authors mix in historical context and real-world examples that compound the learning. As I’ve mentioned, it turns the book into a primer in organizational design. The lessons are relevant for any organization that wants to survive and thrive.
Naming the problem
The first of the book’s 3 main parts is called “The Sons of Proteus.” In Greek mythology, Proteus was impossible to pin down because he could change shape at will. AQI behaved similarly, and that presented problems for even one of the most efficient command-and-control organizations in the world.
JSOC’s first “aha” was that their (JSOC) systems weren’t designed for (or appropriate for) handling change or complexity. The problems they faced are inherent in industrial age management systems, and they are fatal to success in a dynamic environment. A high rate of change challenges conventional organizations to the point of failure.
Discovering the solution
JSOC realized then that to achieve their mission, their entire management structure would have to transform. That transformation is the focus of the second part of the book. While “Team of Teams” sounds like an intriguing ending, it also sounds like a concept at high risk of veering vague or fuzzy.
But these are Navy Seals, Army Rangers, and Green Berets. They don’t do fuzzy or impractical—they detach, prioritize, and execute.
As JSOC realized that change was a “must,” they focused with characteristic intensity. The question at the center of things was how to make the larger organization as effective as the small teams under its command. JSOC examined different approaches, each with functional and structural differences.
The command-and-control structure created silos and limited effectiveness. It was a relic of a time in history and could not handle complexity or change. The next step forward is a command made up of teams. Even with the gains this brings, the effect of having organizational silos limits this structure to the point that it doesn’t work.
A team of teams was and is the only viable option. The concept is simple, but not easy. Individual teams must behave with the levels of effectiveness, connection, and trust displayed by individuals on a high performing team.
What exactly is involved in creating a team of teams?
“Anyone who’s ever played or watched sports knows that instinctive, cooperative ability is essential to high performing teams.
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Teams of teams share some specific traits. JSOC refers to the idea of shared consciousness. It’s made up of trust and shared purpose. These two elements let teams cooperate on achieving the overall mission instead of bringing glory to their silo.
The attributes explored include:
Shared consciousness (made up of shared purpose + mutual trust)
Strong lateral ties between teams
Decentralized control/empowered execution
The book outlines specific practices for achieving these and delivering the prerequisites. It’s tempting to list them but the goal is to encourage reading of the book.
For leaders, this means a different role
“The structural and functional distinctions between *commands* and *teams* have serious ramifications for adaptability.
”
The role of the leader changes in some fundamental ways. Leaders have to foster the connections and ensure their systems support those connections. They have to focus on the systems, empowerment, and enablement more than in command control. The role is likened more to a gardener than traditional leadership ideas.
Other selected anecdotes and quotes
Old command-and-control management systems can be seen through the lens of a soccer team. Command-and-control requires a player to get written permission from a coach before passing the ball. While this type of management practice evolved to provide visibility and control for the leader, it slows down teams to the point that they cannot be successful in a dynamic environment.
Next: more details on how to achieve this with One Mission: How Leaders Build a Team of Teams.
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