Article readings.
The first quote as stated by Gratton & Erickson (2007) is that ‘although teams that are large, virtual, diverse, and composed of highly educated specialists are increasingly crucial with challenging projects, those same four characteristics make it hard for teams to get anything done.' This is a fundamental point that has been raised by the authors as they point out that in fact the aspects needed for the promotion of success are the same ones that would most likely undermine the intended success of any entity. This is because research has even proved that those who are found in the complex teams such as in multinational corporations are in most cases less likely to have meaningful interactions towards the attainment of the desired goals.
The second quote is by Coutu (2009) "every team needs a deviant, someone who says, "Why are we even doing this at all?" This is a notable quote because it brings the idea of looking at things differently. A deviant in any particular organization or team would have a myriad of manners of undertaking the available work. As a result, the required result can be reached by applying different methods that would otherwise be even better. Besides, this aspect discourages the prevalence of homogeneity that in the actual sense would limit creativity, as well as, learning of new and better ways of performing work.
The last quote by Siebdrat, Hoegl, & Ernst (2009) is that ‘a company also needs to ensure that the group has the necessary socio-emotional and task-related processes in place.' This quote by the authors is significant because it points out the requirement of multiple different aspects of the sufficient performance of any entity. It is for this reason that an organization cannot just come up with a resolution of assembling only the best talents in the hope that its productivity would be greatly boosted. Therefore, for the achievement of the desired goals, consideration of several other frameworks would be utmost necessary.
A significant aspect that can be learned from the production of Tesla cars is the relatively high innovation that is evident in the entire process. This ranges from the use of robots in the industry to the production of the electric cars. Basically, innovation has been fundamental by contributing towards the success of the industry. The innovation is related to vehicles themselves, the batteries being used and even the innovation concerning the general configuration system of the Tesla cars. This is a viable lesson as it points out that massive input in terms of technological innovation should constantly be in place for success.
As a revolutionary aspect of the Tesla cars, it can also be learned that they are high-performance vehicles because of the capacity of their batteries to be supercharged and thus promoting their efficiency. Even though the components being used as detailed in the videos appear to be expensive, the relatively high performance of the cars is primarily responsible for the high demands that have been witnessed in the recent past. Besides, it can also be learned that the production of Tesla cars is geared towards the acceleration of sustainable energy usage as the cars have been proven to be better than those powered by gasoline. ("How Tesla Builds Electric Cars | Tesla Motors Part 2 (WIRED)", 2016)
References
Coutu, D. (2009). Why Teams Don’t Work. Harvard Business Review, 9.
Gratton, L. & Erickson, T. (2007). Eight Ways to Build Collaborative Teams. Harvard Business Review, 11.
How Tesla Builds Electric Cars | Tesla Motors Part 2 (WIRED). (2016). YouTube. Retrieved 7 June 2016, from https://www.youtube.com/watch?v=TEReFPI4jSc&feature=youtu.be
Siebdrat, F., Hoegl, M., & Ernst, H. (2009). How to Manage Virtual Teams. MIT Research Feature, 8.
