Jeff Bezos’s famous “two-pizza rule” at Amazon—keeping teams small enough to be fed by two pizzas—isn’t just about saving money on lunch. It’s a smart way to avoid a common trap: thinking bigger teams always get more done. Bezos argued that smaller groups stay nimble and creative because they avoid endless meetings and groupthink. His lesson? Too many people can slow progress, not speed it up.
In my own work with small teams, I’ve often wished for more help to tackle big projects. But over time, I’ve learned that adding people often creates more problems than it solves. Studies back this up: while bigger teams might look more productive, each person actually contributes less as the group grows. The reason boils down to three hidden problems: too much coordination, lower motivation, and less support.
1. Too Many Cooks in the Kitchen: Coordination Overload
Managing a large team is like trying to organize a crowded party—it gets chaotic fast. Harvard researcher J. Richard Hackman put it bluntly: big teams often waste time instead of saving it. Why? Because every new person adds more connections to manage. For example:
- A team of 7 has 21 relationships to track.
- A team of 60 has 1,770 potential interactions.
- A company like Meta (with 6,000+ employees) faces 18 million links.
This explains why adding people to a late project often makes it later (known as Brooks’ Law). More time gets spent aligning everyone instead of doing the work. Take Supercell, the company behind hit games like Clash of Clans. Their secret? Tiny teams of 5–6 people build and launch games independently, avoiding the slowdowns of big committees.
2. The Motivation Problem: Why People Slack Off in Groups
In 1979, psychologist Bibb Latané found that people try less hard when working in groups—a phenomenon called social loafing. In one experiment, people shouting alone gave 100% effort, but in groups of six, they only shouted at 36% capacity. Similarly, tug-of-war studies show that individuals pull harder alone than in teams.
Why does this happen?
- Less accountability: It’s easier to hide in a crowd.
- Unclear rewards: When credit is shared, effort feels less personal.
- Assumed responsibility: People assume others will pick up the slack.
This isn’t laziness—it’s human nature. Over time, this “quiet quitting” can turn into real disengagement.
3. The Support Gap: Feeling Alone in a Crowd
Jennifer Mueller, a management researcher, discovered a third issue: relational loss. In bigger teams, people feel less supported emotionally and practically. Her study of 200+ professionals found that as teams grow:
- Employees feel isolated and unsure who to ask for help.
- Stress spikes, with some calling their work a “death march.”
- Performance drops, even if the team appears well-organized.
The irony? More people should mean more help. But without strong connections, employees hesitate to speak up, fearing judgment or indifference.
How to Build Stronger, Smaller Teams
To avoid these pitfalls, focus on simplicity, clarity, and connection:
1. Simplify Communication
- Use tools like daily check-in apps (e.g., iDoneThis) to replace meetings.
- Keep Slack or Teams channels focused (e.g., #design-feedback only for design updates).
2. Build Strong Relationships
- Split big departments into micro-teams (like Spotify’s 6–12 person “squads”).
- Create casual spaces for bonding, like virtual coffee breaks or team trivia.
3. Be Open and Honest
- Share goals and progress openly (e.g., visible project boards).
- Give frequent, specific praise (e.g., “Thanks for catching that bug, Sam!”).
4. Keep Feedback Frequent
- Swap annual reviews for weekly check-ins.
- End projects with a “What worked?” and “What didn’t?” discussion.
The Takeaway
Small teams aren’t a luxury—they’re a necessity in a world drowning in complexity. By capping group sizes, fostering deep connections, and prioritizing clarity over consensus, organizations can reignite productivity and purpose. As Bezos proved, sometimes the simplest rules—like two pizzas—unlock the most profound results.
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