Whether team members collaborate effectively is often rooted in their ability to work through, accept, and capitalize on their differences. Through facilitated discussions following the completion of the widely accepted 'Big Five' personality assessment, participants can connect their collective personality traits with team tensions or difficulties ' whether latent or overt ' and defuse them in the process. For newly formed teams, the same exercise can provide insights that accelerate cohesion. The executive team at Medita Holdings was overstretched. Leaders struggled to decide where to focus their attention ' and the company's shrinking resources ' across a patchwork of unrelated ventures. Rivals were pursuing growth opportunities and creating new partnerships, but Medita had stalled.1 During team meetings, leaders were fully engaged and appeared to get along well. But the head of HR had noticed that leaders tended to engage in unproductive discussions, such as questioning earlier...
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