{"id":8531,"date":"2025-07-29T11:03:17","date_gmt":"2025-07-29T10:03:17","guid":{"rendered":"https:\/\/thescrumacademy.com\/?p=8531"},"modified":"2026-01-23T10:12:38","modified_gmt":"2026-01-23T10:12:38","slug":"how-to-kill-team-performance-in-nine-steps-part-3","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2025\/07\/29\/how-to-kill-team-performance-in-nine-steps-part-3\/","title":{"rendered":"How to Kill Team Performance in Nine Steps (Part 3)"},"content":{"rendered":"
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This article closes our three part series on teamicide, all the behaviors organizations take to diminish team performance. In part one<\/a>, I defined teamicide, explained why it exists and gave some examples of teamicide in action. \u00a0In part two<\/a>, I briefly revisited the High Tech Illusion and gave further examples of teamicide in action. \u00a0In this final installment, I will offer more examples of how teamicide plays out in development teams.<\/p>\n

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How to Recognize Teamicide<\/h2>\n
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Teamicide was first defined by Tom DeMarco and Timothy Lister in their book, Peopleware<\/a>. \u00a0In the book, DeMarco and Lister identified nine categories of behaviors that diminish team performance and self-organizing teams. \u00a0In my previous articles, I introduced the following categories of behaviors: phoney deadlines, defensive management, bureaucracy, overtime, competition and fragmentation of time.<\/p>\n

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For the last three categories, I will offer three examples. \u00a0The first is a common example that should be familiar to most people, the second is an extreme example (but may not be that extreme to some) and the third is an example that appears to be reasonable and rational, but negatively affects team performance.<\/p>\n

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Fake empowerment<\/h2>\n
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Phony attempts at boosting morale which often have the opposite effect.<\/div>\n
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