Team work is a standard part of most workplaces today, and so pervasive is collaboration that it’s supporters seldom report a bad side to it.  Alas, new research suggests we shouldn’t automatically push the collaboration button, as team work can come with some side effects that can render it more harmful than helpful.

The research revolves around the theory of ‘management-by-stress’, which argues that most stress faced by employees is due to the pressure placed on them by managers to perform.  In a team environment, this often involves innovating new ideas, meeting deadlines and generally managing complex tasks.

This approach can undoubtedly produce results, not least in the short term, it can create high stress levels and reduce wellbeing in the medium to long-term.

Stress and anxiety

Several hundred managers from a range of British organizations were interviewed to explore how teams functioned in their organization.  The interviews included an exploration of the interdependence between employees, and the collaboration on individual tasks.

Each manager also assessed how their workplace performed in terms of productivity, profitability and the overall quality of the product or service they produced.

This data was then compared with random surveys of employees in those organizations to determine their commitment to the organization, how much pressure they felt at work, and general tension and anxiety on the job.

The data revealed clear evidence that teamwork was having an affect on organizational performance, but also on the wellbeing of employees.  While performance was nearly always boosted by teamwork, the picture wasn’t as rosy for the individuals themselves.

Double-edged sword

For instance, strong cultures of collaboration seemed to coincide with high levels of commitment to the organization, and greater productivity, which in turn resulted in more profitable organizations.  Such cultures would also however tend to place high demands on employees, which raised stress and anxiety levels.  This was not only because expectations were high, but they felt that their colleagues depended on them.

While strong teams can have tremendous productivity advantages however, these findings should remind managers that they can put employees under intense pressure as well.  The positive news is that organizational commitment seemed to act as a buffer to pressure, so higher levels of commitment helped employees manage the stress from team working more effectively.

The hope is that managers better appreciate the risks team working can bring in terms of stress and anxiety, and to therefore work more effectively to help employees buffer that stress and ensure that employees have the right skills and resources to do their job effectively.