Have you ever wondered why some highly competitive teams fall apart, while others with less apparent rivalry thrive? In the realm of team dynamics—whether in military units, sports teams, or corporate environments—we often hear the refrain: "Competition brings out the best in people." But does it really?
A study by the Harvard Business Review found that 54% of employees feel that their company's culture promotes unhealthy competition. This startling statistic challenges our assumptions about the universal benefits of competition in team settings.
As legendary basketball coach John Wooden once said, "You can't live a perfect day without doing something for someone who will never be able to repay you." This wisdom hints at the importance of cooperation alongside competition.
Let's explore five common myths about competition in team settings, uncover the realities behind them, and learn how to apply this knowledge in real-world scenarios.
Myth 1: Competition Always Improves Performance
Myth: Pitting team members against each other invariably leads to better results.
Reality: Excessive internal competition can create a toxic environment where team members focus more on outperforming each other than achieving collective goals. In military units, for example, cohesion and trust are paramount. When soldiers are constantly trying to one-up each other, it can erode the sense of camaraderie essential for effective operations (Bartone et al., 2002).
Fallacy: Hasty Generalization and False Cause
Explanation: This myth commits the fallacy of hasty generalization by assuming that because competition sometimes improves performance, it always does. It also falls into the false cause fallacy by attributing improved performance solely to competition, ignoring other factors. Research by De Dreu (2007) shows that when taken to extremes, competition can lead to stress, anxiety, and reduced cognitive function. In team settings, this can manifest as decreased communication, less willingness to help teammates, and a focus on personal gain over team success.
As General Stanley McChrystal notes in his book "Team of Teams," "The ability to cooperate in large groups is what sets humans apart and what allowed us to become the dominant species on the planet."
Myth 2: The Best Teams Are Made of the Best Individuals
Myth: Assembling a team of top performers will automatically result in the best team.
Reality: In both sports and military contexts, the most successful teams are often those with a balance of skills and personalities, rather than a collection of star players. A team of individuals who work well together, communicate effectively, and complement each other's strengths often outperforms a group of top talents who struggle to cooperate (Bell, 2007).
Fallacy: Composition Fallacy
Explanation: This myth commits the composition fallacy by assuming that what is true of the parts (individual performance) is necessarily true of the whole (team performance). Groysberg et al. (2008) demonstrated that star performers often underperform when changing teams, highlighting the significance of team context. The fallacy lies in ignoring factors like team chemistry, complementary skills, and shared mental models.
Michael Jordan, arguably the greatest basketball player of all time, once said, "Talent wins games, but teamwork and intelligence win championships."
Myth 3: Competition is the Best Motivator
Myth: Competition is the primary driver of motivation and improvement.
Reality: While competition can be motivating for some, it's not universally effective. In team sports, for instance, intrinsic motivation—the desire to improve for personal satisfaction or for the good of the team—often leads to more sustainable long-term performance than external competitive pressure (Deci & Ryan, 2000).
Fallacy: False Dilemma and Overgeneralization
Explanation: This myth presents a false dilemma by implying that motivation must come either from competition or not at all, ignoring other sources of motivation. It also overgeneralizes by assuming what motivates some will motivate all. Research by Vansteenkiste et al. (2004) shows that intrinsic motivation often leads to better long-term performance and well-being than extrinsic motivators like competition.
As legendary football coach Vince Lombardi put it, "The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather a lack of will."
Myth 4: Competitive Environments Breed Innovation
Myth: A highly competitive atmosphere will spur creativity and innovation.
Reality: In many cases, the opposite is true. When team members feel they're in constant competition, they may be less likely to share ideas or collaborate, fearing that others might take credit or gain an advantage. This can stifle the open exchange of ideas crucial for innovation in military strategy or sports tactics (Amabile et al., 1996).
Fallacy: Cum Hoc Ergo Propter Hoc (Correlation Implies Causation)
Explanation: This myth falls into the fallacy of assuming that because innovation sometimes occurs in competitive environments, competition must cause innovation. Studies like that of Baer et al. (2010) indicate that competitive environments can actually stifle creativity. The pressure to outperform others can lead to risk aversion and a focus on short-term gains rather than long-term innovation.
Steve Jobs, known for fostering innovation at Apple, once said, "Great things in business are never done by one person. They're done by a team of people."
Myth 5: Competition Reveals True Character
Myth: Competition under pressure reveals a person's true nature.
Reality: While high-pressure situations can reveal certain traits, they don't provide a complete picture of an individual's character or potential. In military teams, for example, someone who doesn't excel in competitive drills might still be an exceptional leader, strategist, or supportive team member in real-world scenarios (Driskell et al., 2006).
Fallacy: Fallacy of Composition and Spotlight Effect
Explanation: This myth commits the fallacy of composition by assuming that a person's behavior in one specific context (competitive situations) represents their entire character. It also relates to the spotlight effect, a cognitive bias where people overestimate how much their actions and appearance are noted by others. Research by Salas et al. (2005) on team performance in high-stress environments shows that individuals may behave differently under various conditions.
As Admiral William H. McRaven said in his famous speech, "If you want to change the world, start off by making your bed." This highlights that character is built in daily actions, not just high-pressure moments.
Practical Application: Balancing Competition and Collaboration
Understanding these myths is crucial, but how can we apply this knowledge in real-world team settings? Here are some practical strategies:
Foster a culture of "coopetition": Encourage healthy competition that doesn't undermine collaboration. For example, set team goals alongside individual goals to balance personal ambition with collective success.
Diversify your team: When building teams, look beyond individual star performers. Consider how different personalities and skill sets can complement each other.
Cultivate intrinsic motivation: While external rewards have their place, focus on fostering a sense of purpose and personal growth within your team members.
Create psychological safety: Establish an environment where team members feel safe to share ideas without fear of ridicule or having their ideas stolen.
Use competition judiciously: When implementing competitive elements, ensure they align with your team's goals and values. Consider time-limited competitions or challenges that encourage teamwork.
By moving beyond these myths and creating team environments that balance competition with collaboration, we can shape a future where teams truly thrive. As management guru Peter Drucker wisely said, "The best way to predict your future is to create it."
References
Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39(5), 1154-1184.
Baer, M., Leenders, R. T. A., Oldham, G. R., & Vadera, A. K. (2010). Win or lose the battle for creativity: The power and perils of intergroup competition. Academy of Management Journal, 53(4), 827-845.
Bartone, P. T., Johnsen, B. H., Eid, J., Brun, W., & Laberg, J. C. (2002). Factors influencing small-unit cohesion in Norwegian Navy officer cadets. Military Psychology, 14(1), 1-22.
Bell, S. T. (2007). Deep-level composition variables as predictors of team performance: A meta-analysis. Journal of Applied Psychology, 92(3), 595-615.
De Dreu, C. K. (2007). Cooperative outcome interdependence, task reflexivity, and team effectiveness: a motivated information processing perspective. Journal of Applied Psychology, 92(3), 628-638.
Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
Driskell, J. E., Salas, E., & Driskell, T. (2006). Foundations of teamwork and collaboration. American Psychologist, 61(7), 676-694.
Groysberg, B., Lee, L. E., & Nanda, A. (2008). Can they take it with them? The portability of star knowledge workers' performance. Management Science, 54(7), 1213-1230.
Salas, E., Sims, D. E., & Burke, C. S. (2005). Is there a "big five" in teamwork?. Small Group Research, 36(5), 555-599.
Tjosvold, D., Johnson, D. W., Johnson, R. T., & Sun, H. (2004). Can interpersonal competition be constructive within organizations? Journal of Psychology, 138(1), 63-84.
Vansteenkiste, M., Simons, J., Lens, W., Sheldon, K. M., & Deci, E. L. (2004). Motivating learning, performance, and persistence: The synergistic effects of intrinsic goal contents and autonomy-supportive contexts. Journal of Personality and Social Psychology, 87(2), 246-260.
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