
This weekend’s NY Times magazine features a brilliant article by Michael Lewis that takes a look at the career of NBA forward Shane Battier, a player who on paper appears unremarkable: a low scorer with few rebounds or blocks to his name. But upon deeper investigation, by stepping outside of the normal stats and figures and looking at more abstract reports on player performance, what becomes remarkably clear is this one indisputable fact: when Battier is on the court, not only does his team play much better, but the opposing team plays much worse.
What Lewis determines through his article is that Battier is an unselfish player in a game that creates endless opportunities for selfish behaviour. He compares the game of basketball to that of baseball where, in contrast, the decision that is best for the single player is almost always best for the team. In basketball however, there is a far less defined path en route to scoring points. Decisions are made constantly fed more by ego than by strategy, more by contractual expectations than by rationale.
Battier plays a different game, one based on a sharp attention to detail, a cerebral understanding of opponents’ behavior and a strict adherence to process. His decisions on the court are not influenced by anything outside of this process. He will ask not to start if it means that he will be on court more often against the player that he most needs to guard. The blocks he makes happen before the player he is guarding raises the ball above his shoulders and therefore do not statistically count. He will work tirelessly to keep a superstar like Kobe Bryant out of his shooting zone all evening with the knowledge that when the game is over, all his work will be lost in the statistics: Bryant will still be the game’s leading scorer; but it will have taken him twice at many shots to get there.
This all got me thinking about how such a process could benefit the way that the teams that I work with interact. How many decisions are made every day in the design world for reasons outside of that strict adherence to process? How does ego or the simple need to “be billable” affect our behaviour? More importantly, how can I as an individual act unselfishly in order to improve the overall performance of my team?