DISCLAIMER: I'm always serious in writing, whatever it is! This content was made via Google Translate (an AI tool used to translate languages, you may have forgotten so I reminded it). If the language I use seems odd, assume I'm digressing and trying to say something. Why should there be this disclaimer? Because I always considered ChatGPT!!!
Within the realm of modern information technology (IT), a captivating concept has gained traction in recent years—the legendary notion of T-shaped teams. This notion has been extensively discussed in notable media outlets like Forbes and Chief Executive. However, one may question why it is referred to as a legend or folklore. Allow me to elucidate.
Embarking on my journey as a developer, I ventured into the realm of programming—an art form where stories for computers are crafted. I made a deliberate choice to break free from self-imposed limitations, firmly believing that knowledge is the sole barrier that impedes the creation of extraordinary narratives. Thus, why concern ourselves with anything else?
When we broaden our perspective to encompass collaboration on a grand scale, the inherent inclination of all humans toward collaboration becomes evident. The legend we explore pertains to T-shaped individuals—an extraordinary breed possessing profound expertise in at least one domain while also possessing a broad understanding of various other disciplines.
The origins of this legend can be traced to the Handbook of Research on Transdisciplinary Knowledge Generation (Advances in Library and Information Science) 1st Edition a book that delves into the concept in depth. Additionally, articles such as Lisa Bodell's "Why T-Shaped Teams Are The Future Of Work" published in Forbes, and Morten T. Hansen's piece on IDEO CEO Tim Brown have shed light on this phenomenon. These references serve as guiding beacons, inviting us to embark on a further exploration of the T-shaped paradigm.
Drawing inspiration from this captivating legend, I am pleased to introduce a novel role in the IT landscape—the Software Freestyle Engineer. These individuals perform a graceful dance through their work, adapting to any circumstance and thinking in unconventional ways, much like the intriguing Slime Mold. Furthermore, they embrace the philosophy of Character-driven Coding, infusing their artistic touch into IT applications.
In a time where the term "agile" falls short of meeting future needs, the Software Freestyle Engineer emerges as an embodiment of preparedness for the infinite possibilities that lie ahead. It is an approach that champions continuous innovation, flexibility, and boundaryless collaboration.
Now, let us temporarily set aside this text and delve into the concept of T-shaped individuals without direct quotations. I aim to address a fundamental question: What precisely defines a T-shaped person?
T-shaped individuals possess two essential attributes, hence the metaphorical representation with the letter "T." The vertical stroke symbolizes their depth of skill, allowing them to make meaningful contributions to the creative process. This expertise can stem from a diverse range of fields such as industrial design, architecture, social sciences, business, or mechanical engineering.
Conversely, the horizontal stroke of the "T" signifies their inclination for collaboration across disciplines. It encompasses two vital elements. Firstly, empathy plays a pivotal role, enabling T-shaped individuals to perceive problems from diverse perspectives and empathize with others. Secondly, they exhibit a genuine enthusiasm for the disciplines of others, sometimes even actively participating in them. T-shaped individuals possess both specialized knowledge and a breadth of skills.
Let us now explore empathic behavior. An example of empathy can be observed during brainstorming sessions, where skilled brainstormers build upon each other's ideas. Instead of immediately introducing their own competing ideas, they actively listen and say, "If I build on that, here's an idea that complements yours." This empathic approach fosters collaboration and enhances the creative process.
Now, let us delve into an intriguing aspect. Many CEOs tend to reward individual contributors, often referred to as "I-shaped people." These individuals possess deep expertise in their respective fields but may lack collaborative skills. So, what issues arise from this approach?
While companies may boast a diverse range of skilled individuals, problems arise when these experts come together to solve a problem. If each individual possesses solely individualistic skills, effective collaboration becomes immensely challenging. Each discipline becomes a representative of its own viewpoint, resulting in negotiations and compromises that yield average outcomes at best.
However, what if someone only possesses the crossbar of the T? Such individuals may excel in collaboration but lack substantial skills to contribute. Unfortunately, this scenario is far from ideal. Individuals without substantial skills would struggle to be effective in an environment where tangible outcomes are essential. The domains of design and engineering demand the application of individual expertise, making it crucial for team members to possess both depth and breadth.
Now, one may question if an organization can manage with a combination of I-shaped individuals and a few "integrators" who bring everything together. While there is a role for integrators, such as professional facilitators, imagine a company brimming with T-shaped individuals. In such a scenario, the need for dedicated facilitators diminishes, as everyone is capable of fulfilling that role.
So, how can CEOs foster T-shaped behaviors within their organizations? It all begins with recruiting the right individuals. But how does one identify these individuals during the screening process?
This process extends beyond evaluating resumes; it entails engaging in face-to-face interactions. Pay attention to how candidates discuss collaboration and their experiences working with others. If their focus solely revolves around personal accomplishments, it raises a red flag. The ideal candidate will highlight how others have contributed to their success, demonstrating empathy, collaboration, and an eagerness to work with others.
Furthermore, search for evidence of their involvement in team projects, even during their academic endeavors. Institutions like the Hasso Platner Institute of Design at Stanford, also known as the D-school, nurture T-shaped potential in their students, making them excellent prospects.
Hiring T-shaped individuals may prove more complex than hiring I-shaped individuals. It necessitates increased engagement with candidates before reaching a decision. This is where intern programs prove invaluable. By getting to know interns, we can assess their potential before extending full-time offers.
Now, here's a question that occupies the minds of many CEOs: How can one determine if an employee excels at collaboration? Is it as simple as asking their peers?
Asking for feedback is undoubtedly an important aspect, but it is crucial to gather evidence as well. Consider whether someone is sought after by project teams, as it indicates their content expertise and collaborative nature. Additionally, evaluate their involvement in the organization's knowledge-sharing systems such as wikis, blogs, and contributions to others. These actions provide insights into how individuals engage and collaborate with their peers.
So, how do we review progress and determine when to promote a T-shaped individual? We do not possess a specific "T-shaped grade" because our approach revolves around ongoing 360-degree reviews. We evaluate their skill development, both in terms of content expertise and collaboration, along with their ability to communicate ideas effectively. The evidence of their growth guides our decisions.
Now, let us address the question of what happens when an employee lacks collaborative behaviors within our organization. In such cases, we strive to create an environment that facilitates self-selection, allowing individuals who struggle with collaboration to opt to leave the company. We have encountered talented individuals who excel in their specific domains but ultimately feel frustrated due to our collaborative requirements. And that is acceptable. At any given moment, there may be a small percentage of individuals who are firmly rooted in their individualistic approach, but they typically do not remain with us for extended periods.
However, should non-collaborative individuals persist within the organization, is it necessary to ask them to leave? While this situation rarely arises, if someone proves to be intolerant of collaboration or fails to deepen and strengthen their vertical expertise, we may have no choice but to part ways.
Before we conclude, let us explore some companies that excel in collaboration and exhibit T-shaped behaviors, even if they do not explicitly use the term. Notable examples include Procter & Gamble, Nike, and Apple. These organizations understand the power of collaboration and leverage it to achieve remarkable outcomes.
The legend of T-shaped individuals continues to shape the future of work. As a Software Freestyle Engineer, I wholeheartedly embrace this concept, elegantly navigating the challenges that come my way, firmly believing in the boundless potential of collaboration. Together, let us transcend boundaries, evolve our skills, and create something truly extraordinary.
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