Synergy

Synergy is much more than an impressive buzz word to toss around the office.  Before unpacking the complexity surrounding synergy, an understanding of teams would be beneficial. A team, according to Adler, Rodman and Dupre consists of a group of individuals working toward a common goal.  When considering a definition as direct as this, it becomes clear that teams can exist in a great deal of places.  From the office building to the sports field, working with others to accomplish a collective goal seems like an inevitable part of life.

Partnering with a group of individuals who share the same desired outcome is not as easy as it may seem.  Typically, individual members of a team have varying opinions of how-to best approach success.  This is where Synergy comes in.  According to Moran, Abramson, and Moran (2014), there are multiple layers within the broad category of synergy.  At its most basic layer, this concept implies that we can learn from others and others can learn from us.  In other words, every member of a team can contribute and add value.  From a global perspective, Moran, Abramson, and Moran (2014) explain that the collective results of the team far exceed the outputs from one individual.  A great example to consider is a car. The wheels or the engine alone yield nothing but combine the two and you can travel from point A to point B.

 

Synergy is more than a catchy slogan; it is a real and powerful factor. According to Goold and Campbell (1998), Synergy can also have a dark side if perceptions are off and biases remain unchecked.  This is a concern because everyone wants it but may not have the necessary skills to obtain it.  Something to consider when faced with being members of a team in the future.  Adler (1980), warns against our own arrogance and encourages us be open to the fact that someone else’s way of doing things may be better than our own.  To further combat this, Goold and Campbell (1998) suggests taking the time to properly evaluate our situations and our skills.  In other words, self-reflection is encouraged in order to gain candid and useful perspective.  Learning to be open to new ways of doing things and constantly reflecting on our own skills will help facilitate synergy.

In conclusion, synergy is a major factor in the effectiveness of a team.  Learning to appreciate our teammates for the unique perspectives they bring to the table, can only help achieve collective success.  Avoiding subconscious biases, while engaging in self-reflection are both key elements needed to foster a high functioning team.

 

References:

Adler, N. (1980). Cultural synergy: The management of cross-cultural organizations. Trends and Issues in OD: Current Theory and Practice. San Diego, California: University Associates, pp. 163-184.  Retrieved from:  https://www.researchgate.net/profile/Nancy_Adler4/publication/245823230_Cultural_synergy_The_management_of_cross-cultural_organizations/links/55435fae0cf234bdb21a5406/Cultural-synergy-The-management-of-cross-cultural-organizations.pdf

Adler, R., Rodman, G., DuPre, A. (2017).  Understanding human communication

13^th ed.  Oxford University Press.  New York, NY.

Goold, M., Campbell, A. (1998).  Desperately seeking synergy.  Harvard Business Review,

131-143.

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (9th

ed.). Oxford: Routledge.