3. 眾議院和參議院

????由于不清楚這樣的團(tuán)隊(duì)更像哪一種議會(huì)，審議過程往往缺乏透明度。它是像美國(guó)參議院，每個(gè)州都有同等數(shù)量的席位？還是像美國(guó)眾議院，人口越多的州擁有的席位越多？因此，團(tuán)隊(duì)內(nèi)部的力量平衡存在沖突。

4. 多數(shù)票和多數(shù)票

????最先由18世紀(jì)法國(guó)數(shù)學(xué)家和社會(huì)學(xué)家馬奎斯?孔多塞指出的“投票悖論”顯示，不管一個(gè)團(tuán)隊(duì)做出怎樣的選擇，其他的選擇可能同時(shí)也會(huì)獲得多數(shù)投票支持。這是共識(shí)的沖突。

????前三項(xiàng)沖突都不容易解決，而投票悖論根本就無法解決。即便是委托團(tuán)隊(duì)做出決策，也總會(huì)有一個(gè)終止機(jī)制，即團(tuán)隊(duì)討論陷入僵局或無法達(dá)成共識(shí)時(shí)結(jié)束辯論的方式。終止機(jī)制通常是由某個(gè)人——老板或者是在平級(jí)內(nèi)指定的一個(gè)領(lǐng)導(dǎo)——做出決定。在管理團(tuán)隊(duì)或權(quán)力中心內(nèi)，決不允許懸而不決的情形出現(xiàn)。

????高管團(tuán)隊(duì)重要嗎？絕對(duì)重要。越來越重要嗎？毫無疑問。（除特殊情況外）它們會(huì)取代個(gè)人成為組織機(jī)構(gòu)的領(lǐng)導(dǎo)人嗎？絕對(duì)不可能。

????認(rèn)為“現(xiàn)代企業(yè)將放棄歷經(jīng)時(shí)間檢驗(yàn)的模式，不再相信個(gè)人領(lǐng)導(dǎo)，轉(zhuǎn)而信賴由委員會(huì)管理的烏托邦式實(shí)驗(yàn)”。這種想法非常不現(xiàn)實(shí)，而且過于理想主義。

????本文作者鮑勃?弗里希是The Strategic Offsites Group公司的管理合伙人，撰寫了《商業(yè)領(lǐng)袖的團(tuán)隊(duì)管理之道》（Who's In The Room? How Great Leaders Organize and Manage the Teams Around Them）一書。

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.