We're hiring for a range of exciting new roles - if you'd like to join the team, click here to learn more



Stay in the loop

Never miss a beat with the latest in VET news delivered straight to your inbox.

A Tale of Two Pizzas - The Key to Team Success

August 22, 2018

Motivational speaker Jim Rohn suggests that you are the average of the five people you spend the most of your time with. Following this logic, the more successful the people you hang around, the more successful you will become.

So, what happens when we put a large group of successful and driven people together to work on a task?

Tasks change everything

Ironically, we’ll probably see diminishing returns. It’s been widely recommended that you should avoid group sizes larger than seven—this has been cutely termed the 2 Pizza Rule by Jeff Bezos, CEO of Amazon. If it takes more than two pizzas to feed your team, your team is too big.

Psychologists also termed this concept the Ringelmann Effect, and it’s easily illustrated through the classic game of tug-of-war: the more people that join the team, the less effort each additional person will exert into pulling the rope. The Ringelmann Effect is also known as social loafing, as individuals often avoid a task if they know someone else could get it done instead.  An individual’s motivations decline when they’re acting as a group because of the loss of identifiability. This can be abated if each member is made to feel indispensable to the group and that their task roles are transparent.

Unfortunately, a sense of decreased value is not the only side effect. The larger a team, the larger the number of links required to communicate. For example, a group of three people only requires three connections to be sustained; a group of seven people requires a total of 21 connections. Sustaining and communicating along these links takes time and effort for the group—and as connections increase, so does the time, effort, and miscommunication.

To combat the loss of coordination and motivation, implement a large-scale time and project management tool. This way you can assign tasks to individuals within a group, everyone can see the progress, and if a task isn’t achieved there’s full visibility—preventing social loafing.

Here are some of our favourites:


With its fresh interface and collaborative features, Basecamp is an excellent tool if you want to report on project performance. Best of all, it’s free for teachers and students.


Perfect for organisation projects of any scope, Asana’s notification functions are the ideal way to communicate within an organisation. This tool is great for following multiple projects and reviewing progress regularly. Plus, it’s free for teams of 15 users or less.


With its visual board-like views and file sharing functions, Trello is great for training companies running small-scale, practical projects.


Although a bit pricier than the previous options, Scoro’s feature set is comprehensive and highly versatile. You can view reports, send invoices, and schedule meetings for $22/month per user.


Codegiant is an agile development software that is primarily focused on making the developer’s coding life more relaxed. The team at Codegiant have created a straightforward and easy-to-use issue tracker that will keep your projects free of chaos. Choose from Scrum or Kanban boards and Codegiant’s friendly and intuitive interface will allow you to create tasks quite effortlessly.

What’s more, the issue tracker is highly customisable and flexible so you can clearly distribute assignments throughout your team. Your team won’t waste time on irrelevant tasks but will focus on primary assignments.

After you’ve chosen a tool, you’ll need to implement it. Here are some ways to get the ball rolling:

1. Establish a change agent

Also known as a transformational leader, this person is the hero and ambassador for this change. Assign this leader the role of encouraging others and leading the way.

2. Show how the new way will add value

It’s a lot easier to make a change when the value is demonstrated.

3. Support their learnings

Change can be hard for some people; everyone brings their own experiences and individual quirks to a group. Make sure the whole team feels supported and make it a gradual change.

4. Keep the door for feedback open

Teams will be a lot more receptive to change if they feel free to voice their opinion on it.

It’s always a challenge to instigate a company-wide behaviour change. Nobody changes overnight; people need to be continuously nudged and encouraged until the new way becomes the current way. Keep your teams small and use the tools available to track project process. You’ll find things start getting done.

Get the latest VET news and insights

VET moves fast. Stay informed, with blogs straight to your inbox.

Enjoy this blog? Please share using the buttons below