CEO不会让位于团队管理

3. 众议院和参议院

    由于不清楚这样的团队更像哪一种议会，审议过程往往缺乏透明度。它是像美国参议院，每个州都有同等数量的席位？还是像美国众议院，人口越多的州拥有的席位越多？因此，团队内部的力量平衡存在冲突。

4. 多数票和多数票

    最先由18世纪法国数学家和社会学家马奎斯•孔多塞指出的“投票悖论”显示，不管一个团队做出怎样的选择，其他的选择可能同时也会获得多数投票支持。这是共识的冲突。

    前三项冲突都不容易解决，而投票悖论根本就无法解决。即便是委托团队做出决策，也总会有一个终止机制，即团队讨论陷入僵局或无法达成共识时结束辩论的方式。终止机制通常是由某个人——老板或者是在平级内指定的一个领导——做出决定。在管理团队或权力中心内，决不允许悬而不决的情形出现。

    高管团队重要吗？绝对重要。越来越重要吗？毫无疑问。（除特殊情况外）它们会取代个人成为组织机构的领导人吗？绝对不可能。

    认为“现代企业将放弃历经时间检验的模式，不再相信个人领导，转而信赖由委员会管理的乌托邦式实验”。这种想法非常不现实，而且过于理想主义。

    本文作者鲍勃•弗里希是The Strategic Offsites Group公司的管理合伙人，撰写了《商业领袖的团队管理之道》（Who's In The Room? How Great Leaders Organize and Manage the Teams Around Them）一书。

3. The House versus the Senate

    Because it's unclear what kind of legislature the team resembles, deliberations are clouded with ambiguity. Is it a group like the U.S. Senate where every state has equal weight, or is it more like the U.S. House of Representatives, in which the most populous states have the most clout? This is a conflict over the balance of power within the team.

4. The majority versus the majority

    The voting paradox, first identified by 18th century French mathematician and social theorist the Marquis de Condorcet, shows that no matter what choice a group makes, other alternatives can simultaneously command a majority of the group's preferences. This is a conflict over consensus.

    None of the first three of these conflicts can be easily resolved -- and the voting paradox cannot be resolved at all. Even in instances where decisions are delegated to teams, there is almost always a closure mechanism -- a way to end debate if the team deadlocks or can't reach consensus. That mechanism is usually one individual making the call -- either the boss or a designated "leader among equals." In the executive suite or the corridors of power, there is simply no room for a hung jury.

    Are teams at the top important? Absolutely. Increasingly so? Unquestionably. Will they replace individuals as leaders of organizations except in rare and exceptional circumstances? Not a chance.

    It is unrealistic and unreasonably idealistic to think that modern corporations will abandon the time-tested model of placing their trust in individuals to lead them in favor of utopian experiments in management-by-committee.

    Bob Frisch is managing partner of The Strategic Offsites Group and the author of Who's In The Room? How Great Leaders Organize and Manage the Teams Around Them.