Working in a team costs time, and time is money. A Harvard study reveals that time spent on collaborative activities—like instant messaging, email, and meetings—has surged by approximately 50% over the past 12 years. This underscores the necessity of making thoughtful decisions when assigning tasks, whether to an individual or a team.
Deciding whether to assign a task to an individual or a team depends on various factors, including task complexity, expected outcomes, and long-term considerations. This article explores the criteria to consider when determining whether to assign a task or project to an individual or a team.
It is the first of a series of publications on this topic. We will investigate sizing for optimal efficiency and team composition for optimal performance in articles to come.
Simple-complex task criteria
A Wharton-MIT study found that for complex tasks, the combined efforts of a team can yield better and faster results. Conversely, individuals are more efficient for simple tasks. The following criteria help assess whether a task is simple or complex.
Criteria | Simple Task | Complex Task |
Scope | Limited and well-defined | Broad and may evolve over time |
Duration | Short-term, often completed within a few weeks or months | Long-term, potentially spanning several months to years |
Resources | Requires minimal resources and personnel | Requires significant resources, including a large team and budget. |
Stakeholders | Few stakeholders involved, with straightforward communication | Multiple stakeholders with varying interests and needs. |
Dependencies | Few or no dependencies on other projects or external factors. | Numerous dependencies, both internal and external |
Manageability | Tasks are straightforward and easily manageable. | Tasks are intricate, often requiring specialized skills and coordination |
Risk | Low risk with predictable outcomes | High risk with many uncertainties and potential for unforeseen challenges. |
If a task is rather on the “simple” side it may be beneficial to assign it to an individual, else to a team.
Outcome Based Criteria
Outcome Types
We invest time and resources to achieve results necessary for success. A key factor in deciding whether to assign a task to an individual or a team is the desired outcome. When applying the outcome criteria below, consider one or both of the following dimensions:
- Task/project oriented: what needs to be accomplished by a specific deadline? An example: By the end of June next year we will implemented a a new xyz process..
- Impact oriented: What long-term effect should this have? Example: The new xyz process should reduce process cycle time by 30 % and enhance our competitiveness.
Outcome criteria
Consider how relevant the following points are for you to get project and impact-oriented outcomes you desire:
- Innovation: Diverse perspectives can lead to more innovative solutions as different perspectives and ideas are shared and combined
- Broad-based decisions: Teams can make better decisions by considering a wider range of options and viewpoints, provided there is good leadership. This diversity of thought helps in identifying potential pitfalls and opportunities
- Effectiveness: teams bring together individuals with different skills and expertise, allowing them to tackle complex problems more effectively than any single person could. They are more likely to do the right things to achieve a goal rather than getting side-tracked.
- Efficiency: Teams can distribute tasks according to each member’s strengths, reducing research time and the trial-and-error approaches of individuals lacking certain skills or experiences. This makes the overall process more efficient and less overwhelming for any one person.
- Completion in time: Effectiveness and efficiency play a role. Consider the following elements:
- There is a risk of the individual assigned to the task dropping out due to illness or an accident.
- “Pull it through” energy: In a team, members hold each other accountable. This mutual accountability encourages everyone to stay committed and contribute their best efforts. Knowing that others are relying on you can be a powerful motivator
- Technology: Heterogeneous teams may consider a broader variety of technology options based upon diverse backgrounds. Existing teams may have a bias for a certain technology they are all familiar with. An individual expert may come up with the right technology suggestion faster, may implement it faster and with less risk.
- Compliance: If compliance with a complex set of internal and/or external rules is key for the success of the outcome, working in a team with one member focusing on compliance could be the safest approach.
- Sustainability of the outcome: Whenever the sustainability of the outcome depends on the sustained contribution of a group of people involving this group early normally makes sense. When individuals are involved in decision-making processes, when they see the value of their contributions being recognized and integrated, and understand the purpose of certain decisions, they feel a sense of ownership over the outcomes. This ownership makes them more invested in the success of the project or task
- Consistency: The work of an individual is more likely to be consistent in style and quality.
- Confidentiality: The more people involved, the harder it becomes to maintain confidentiality.
- Accountability: When an individual owns a task, responsibility is clear. Individuals cannot hide behind the rest of the team, something we will describe as social loafing in another article on teams.
This assumes that resources are available to form a team and that the task is sufficiently complex.
Criteria That Go Beyond the Immediate Outcome
Collaborating in a team has long-term benefits for both the organization and individuals. Therefore, it may make sense to work in a team and assign individuals to teams for the following reasons:
- Create Relationships: One of Prof. Cialdini’s principles of ethical persuasion is called “Unity”. When we are members of the same team, there is “unity”. This unity fosters relationships that last longer than a particular project.
- Create Trust: Collaborating to reach a common goal is an excellent opportunity to create trust. This trust forms the basis for collaborating efficiently in the future.
- Enhance Knowledge: Working in teams offers opportunities to learn from each other’s knowledge, experience and approaches.
- Foster Employee Satisfaction; Working in a team provides social support and motivation, which can enhance individual performance and job satisfaction.
Summary
Deciding whether to assign a task to an individual or a team depends on task complexity, project and operational desired outcomes and more long-term considerations.
This article provides a decision-making guide to help you determine the best approach for task assignment. By applying the outlined criteria, you can optimize efficiency, effectiveness, and long-term success, ensuring that tasks are completed on time and with the desired impact.
Future articles will delve into optimal team sizing and composition for enhanced performance.
If you’re interested in receiving an Excel tool that helps you apply the criteria from this article to your specific projects, please request it, in a comment, via form, send me a LinkedIn message, or email me at erwinpeter@logra.com