Team Formation
In selecting members of a team, task force, or committee, you should consider first those with the knowledge that is relevant to the problem at hand. If the problem is complex, it is unlikely that the knowledge will be possessed by one or two persons. In such cases you are likely to find yourself considering a number of persons who represent different perspectives on the problem — perhaps different functions, departments, or other areas of specialization. If feasible and relevant to the problem, consider adding customers or suppliers to your list of potential members.Once a tentative list of the "knowledge set" is determined, ask yourself if the list includes those individuals whose support is most critical to the decision (i.e., the "gatekeepers" or implementation set). If not, add those who meet this criterion.
Now examine your resulting list (the combined knowledge and implementation sets). If the number of people exceeds eight, seriously consider paring it down so that the resulting group is, in fact, a body in which work can be done effectively and efficiently. In such a paring, consider geographical proximity or other considerations which might make it easy or difficult for persons to work together. People who are eliminated at this stage may still serve as consultants to the committee so that their input and perspective are not lost.
Once the task force or group is formed, consider what resources, training, or external support might need to make their work more effective.