When success in one team creates problems for everyone else.
The Scenario
You're the executive responsible for a growing organization. One of your teams has consistently exceeded its performance targets. Its leader is highly regarded, employees are engaged, and results have never been better. But during a recent leadership meeting, something unexpected comes up. Three other departments are struggling to deliver their own commitments. They explain that your high-performing team has introduced new processes, accelerated timelines, and made decisions that create significant additional work for everyone else. The team isn't breaking any rules. In fact, it's doing exactly what you've asked it to do. Its leader is surprised. "We're delivering on every commitment. Isn't that what we're supposed to do?"
You review the situation. Both sides have a point.
You're the executive. What do you do next?
A. Keep current priorities
Maintain the team's direction and expect other departments to adapt.
B. Require the team to adjust
Ask the high-performing team to change its approach to reduce the impact on others.
C. Have leaders find a solution
Bring the affected leaders together to resolve the competing demands.
D. Redefine success measures
Revisit how performance is measured to account for organization-wide results.
Share your perspective
What would be your first move?
Every choice involves trade-offs. The challenge is to consider not only what works for one team, but what works for the organization as a whole.
Cast your vote and discover how others would respond.
Interactive voting coming soon.
The Noreki Perspective
Coming soon.
Once the initial community discussion has developed, we'll explore what this dilemma reveals about organizational coherence, including the relationship between individual team performance and organization-wide success.
