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The Leading Edge; February 2000; v. 19; no. 2; p. 136; DOI: 10.1190/1.1438551
© 2000 Society of Exploration Geophysicists
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Multidisciplinary teams in exploration and production

Their value and future, Part 3, Building successful teams, team recognition and rewards, and MDTs in the future

Robert Sneider

Sneider Exploration, Houston, Texas, U.S.

Corresponding author: R. Sneider, irtrms@neosoft.com

Editor's Note: The Geologic Column, which appears monthly in TLE, is (1) produced cooperatively by the SEG Interpretation Committee and the AAPG Geophysical Integration Committee and (2) coordinated by M. Ray Thomasson and Lee Lawyer.

The first 20% of the full text of this article appears below.

Successful MDTs do not happen automatically. No exact formula for building, developing, and guiding MDTs is known; however, a number of elements must be present to ensure success. Table 1 lists 10 elements found in successful MDTs. This list is based on observations of more than 75 teams. In addition to my own experience building or helping build MDTs, I have incorporated observations from more than 200 managers, supervisors, team leaders, and team members from 30 successful teams and two that failed economically.


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  		Table 1. Factors that contribute to team success or failure

 
The top two reasons for success or failure of MDTs are the involvement of management. Middle and senior managers must commit to and support team effort. It is not enough to organize people into groups and call them teams. Management must be sure that a team effort is needed for a project. In addition, management must help formulate team goals and objectives, make sure that teams have the resources needed, help create the proper work environment for synergy and creativity to take place, and delegate enough authority to the team, including monetary authority to accomplish the project. Management, especially middle managers, must be available as coaches or mentors and to sort out priorities among teams.

Middle managers can be a serious detriment to team success. Managing teams is hard work, and the team process can threaten a manager's position and authority. Strong commitment and support of middle managers are essential for team success. Without their buy-in, team success is almost . . . [Full Text of this Article]






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