However, most leaders don’t realize that these principles fail to function in systems that are more complex than an assembly line. Business leaders came to assume that the best practice was to manage people like machines, giving them simple tasks to accomplish with a focus on efficiency above all else. McChrystal argues that most of our traditional beliefs about management originate in the early years of the Industrial Revolution, when the factory assembly line was first invented.
In Team of Teams, former US Army general Stanley McChrystal explains why this shared ownership is so necessary and goes into further detail on the advantages of this kind of team. Willink and Babin advocate for a team in which every member takes ownership of the mission and gladly fulfills the responsibilities you’ve assigned them, but also goes above and beyond instead of just following orders.
In Complex Environments, Your Team Needs to Take Extreme Ownership
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