Editing Team (section)

===Interdependent and independent===
One common distinction is drawn between interdependent and independent teams.<ref name=":0">{{Cite web|title = Differences between Work Groups and Teams – For Dummies|url = http://www.dummies.com/how-to/content/differences-between-work-groups-and-teams.html|website = www.dummies.com|access-date = 2015-09-10|quote = Independent-level work groups are the most common form of work groups on the business scene... staff members work on their own assignments with general direction and minimal supervision.  Sales representatives, research scientists, accountants, lawyers, police officers, librarians, and teachers are among the professionals who tend to work in this fashion. People in those occupations come together in one department because they serve a common overall function, but almost everyone in the group works fairly independently. [...] Members of an interdependent-level work group rely on each other to get the work done. Sometimes members have their own roles and at other times they share responsibilities. Yet, in either case, they coordinate with one another to produce an overall product or set of outcomes.|last = Brounstein|first = Marty}}</ref>  The difference is determined by the actions that the team members take while working.

====Interdependent teams====
[[Image:Rugby union scrummage.jpg|thumb|right|A [[rugby union]] [[scrum (rugby union)|scrum]]]]
A [[Rugby football|rugby]] team provides a clear example of an interdependent team:

* no significant task can be accomplished without the help and cooperation of every [[Groups of people|member]];
* within their team members typically specialize in different tasks ([[Rugby union positions|r.r the ball]], [[keep goal|goal kicking]] and [[Scrum (rugby)|scrum feeding]]), and
* the success of every individual is inextricably bound to the [[Goal|success]] of the whole team.  No rugby player, no matter how talented, has ever won a [[Rugby football|game]] by playing alone.

====Independent teams====
On the other hand, a [[track-and-field]] team is a classic example of an independent team:<ref name=":2">{{Cite book |title = Remarkable Leadership: Unleashing Your Leadership Potential One Skill at a Time |url = https://books.google.com/books?id=o6B0s4_ymxcC |publisher = John Wiley & Sons |date = 2011-02-17 |isbn = 9781118047552 |first = Kevin |last = Eikenberry |pages = 147–148}}</ref>

* races are run, or points are scored, by individuals or by partners
* every person in a given job performs basically the same actions
* how one player performs has no direct effect on the performance of the next player

If all team members each perform the same basic tasks, such as [[students]] working problems in a maths class, or outside sales [[employees]] making phone calls, then it is likely that this team is an independent team.  They may be able to help each other—perhaps by offering advice or practice time, by providing moral support, or by helping in the background during a busy time—but each individual's success is primarily due to each individual's own efforts.  Runners do not win their own races merely because the rest of their teammates did, and maths students do not pass tests merely because their neighbours know how to solve [[equations]].

In the [[business]] environment, sales teams and traditional professionals (such as doctors, lawyers, and teachers), work in independent teams.<ref name=":0" />  Most teams in a business setting are independent teams.<ref name=":0" />

====Coaching differences between interdependent and independent teams====
[[Coaching]] an interdependent team like a [[football]] team necessarily requires a different approach from coaching an independent team like a [[gymnastics]] team, because the costs and benefits to individual team members—and therefore the intrinsic incentives for positive team behaviors—differ markedly. An interdependent team benefits from members getting to know the other team members socially, from developing trust in each other, and from conquering artificial collective challenges (such as those offered in outdoors [[ropes course]]s){{citation needed|date=April 2016}}. Interdependent teams respond well to collective rewards, and independent teams perform better with individual rewards.<ref name=":1">{{Cite book |title = The Key: How Corporations Succeed by Solving the World's Toughest Problems |url = https://books.google.com/books?id=dbTRBgAAQBAJ |publisher = HarperCollins Publishers India |date = 2015-01-15 |isbn = 9789351770220 |language = nl |first = Lynda |last = Gratton |pages = 40–41}}</ref>

Hybrid teams and hybrid rewards, which try to combine characteristics of both, are sometimes created in the hope of getting the best of both types.  However, instead, they tend instead to produce the negative features of each and none of the benefits, and consequently under-perform.<ref name=":1" />{{qn|date=April 2016}}

Pressuring teams to become independent or interdependent, on the grounds that management has decided that one type is intrinsically better than the other, results in failure.<ref name=":2" />  The nature of the team is defined by the type of work that is done, and not by management's wishes or by the fashions of the latest [[management fad]].