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Biases in Action and How High-Performance Teams Address Them

In: Value Creation for Owners and Directors

Author

Listed:
  • Massimo Massa

    (INSEAD)

  • Kai Taraporevala
  • Ludo Van der Heyden

Abstract

Boards are teams, sharing the common goal of value creation and being collectively responsible for the company they supervise. This chapter explores what it takes for teams to become performing, or, on the contrary, lose their previous performance edge. To make this point very vivid and grasp it better, this chapter provides a detailed account of a tragedy that occurred on Everest in 1996 and that involved three mountaineering teams led by business owners that were running businesses, albeit small ones. The story helps the reader spot similar issues on their boards, thus avoiding their boards meeting similar tragic ends. Ways to combat these biases are explored, including how good processes engender and support effective teamwork.

Suggested Citation

  • Massimo Massa & Kai Taraporevala & Ludo Van der Heyden, 2023. "Biases in Action and How High-Performance Teams Address Them," Springer Books, in: Value Creation for Owners and Directors, chapter 11, pages 227-262, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-19726-0_11
    DOI: 10.1007/978-3-031-19726-0_11
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    Boards as high-performance teams;

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