Science behind great teams

Putting together the perfect team used to be a more emotion-based practice. We placed a great deal of focus on who we liked to work with the best, and who liked to work with whom. Although your employees might have certain people that they gravitate towards working with, it might not be in the best interest of completing the task at hand. 

When it comes to resource planning, examining experience level, number of projects, and job history can provide new perspective on which people you should be placing together to ensure the best outcome for your project - while fulfilling your obligations on time and on budget. Having a tool like Bridgit Bench on hand can make access to this information fast, and easy. 

The Harvard Business Review has broken down different concepts around team building, and one of their essays endorses the idea that there is new science behind building great teams. It’s no longer about planning out the content to be brought forward in team discussions, but moreso about how this content is communicated to the team. It needs to be presented in a way that’s accessible to everyone, no matter their position in the company. If there’s information that should be shared at a later date or with a certain group, leave it out entirely, rather than using complicated jargon to alienate certain individuals. 

3 factors that affect team performance 

  1. Energy: The mindset and enthusiasm that a team brings to the task at hand

  2. Engagement: How energy is distributed amongst members of a team   

  3. Exploration: The energy between teams, and other teams/groups they interact with

What makes a team successful? 

Time is split evenly between talking and listening to one another. Contributions to the conversation aren’t measured by length, and communication between team members is direct. As a result, the team leader is not solely responsible for guiding the discussion or delivering information to the group; it becomes democratic. 

To avoid homogeneity in thought and expression of those thoughts, it is imperative that members periodically break away from the core group, gain new perspectives from third parties within and beyond the organization, and bring valuable information back to the group. These sorts of practices produce the best performing and most creative teams. 


See Bridgit Bench in action

Request a free, customized walkthrough of our Bridgit Bench resource planning software and learn how you can take your construction project planning to the next level.