MGMT349 CH2 - Notes on Using Horse Sense When Understanding Teamwork (Kenneth Mikesell)
Story Context
This document summarizes Part Two of a two-part narrative by Kenneth Mikesell on the basics of effective teamwork using a horse-drawn wagon as the central metaphor. Part One discussed change leadership; Part Two focuses on teamwork and how learning to pull together mirrors on-the-job collaboration.
Scene is set in late morning after harnessing a young gray Percheron mare and introducing an older Percheron mare to the team. The goal is to observe dynamics, training, and the transfer of pulling power and control.
Key Characters
Young gray Percheron mare (inexperienced, learning to pull as a team member).
Older Percheron mare (experienced, provides control, stability, and pulling power).
Father (team captain/leader on scene, handles harnessing, hitching, and coaching).
Wagon driver (implicit team leader on the wagon who optimizes performance by adjusting pace and monitoring both horses).
Harnessing and Hitching: Technical Setup
Rationale for pairing young and old horses: to maintain control during training, the older mare provides pulling power, stability, and guidance for the younger.
Sequence of hitching the older mare:
Lead her near the wagon tongue on the right side.
Attach front of her harness to the neck yoke.
Tie up her halter rope to her harness.
Gently push on her right rear hip to move her toward the tongue.
Attach the two pulling chains on the rear of the harness to the single tree.
The equipment and mechanics:
The single tree is a long, pivoting bar (about four feet) connected to the trailer tongue by a heavy pin and bearing.
The bar transfers pulling force from the horses to the wagon tongue and splits/levels the load between horses.
The bar is called either the "two-horse evener" or the "doubletree."
It allows adjustment to compensate for differences in each horse’s pulling capability.
Sequence for hitching the young mare:
Lead her along the left side of the wagon tongue.
Attach the front of her harness to the neck yoke and tie up her halter rope.
Move to the rear and nudge her hip to place her next to the trailer tongue.
Hook up the pulling harness to the pulling tree and stand back.
Immediate behavior upon hitching:
The young mare bolts forward, taking slack in the harness and jostling the wagon.
The older mare is pulled back by the doubletree; she remains calm.
The young mare steps over the wagon tongue; the older mare kicks to enforce boundaries.
Both horses hold tension with ears back and flared nostrils; young horse learns boundaries.
Journey to the Hay Stack: Lessons in Control and Team Rhythm
After hitching, they ride to the road; the older mare establishes a steady walking gait.
The young mare initially lags behind as the load increases; the father snaps the reins to speed her up.
She attempts to pull the full weight by herself, then lags again when overburdened.
Repeated adjustments (reins snapped, pacing aids) show the process of learning boundaries and balance.
They reach the haystack and load approximately 40 bales of hay onto the wagon.
Rest period: horses recover in adjacent stalls while harnesses are removed and brushed.
Re-entry to the road after rest: the wagon is heavier, making pulling more difficult.
Observed dynamic: the older mare’s gait becomes the anchor; the young mare struggles with heavy loads until she begins to match pace and share the workload.
Learning Curve on the Road: Progression to True Teamwork
On the return trip, the heavier load demands more from both horses.
The younger mare initially shoulders too much; the older mare helps balance the effort.
Over time, the younger horse starts to align her walking rhythm with the older horse.
Result: both horses pull more steadily and share the load, improving efficiency and reducing individual strain.
Overall message: steady, guided practice leads to effective teamwork where a lighter horse can contribute significantly when synchronized with an experienced partner.
Parallels to Teamwork on a Production Floor
The following parallels are drawn between the horse teamwork story and workplace teamwork:
1) Team up inexperience with experience
New employees integrate fastest when placed in teams with seasoned workers.
Benefits: mentoring, personal connection, and alignment with organizational objectives.
2) Uniqueness on a team is an asset, not a problem
The two horses have different capabilities and knowledge.
Diverse skillsets foster cross-training and broader skill development.
Diversity helps teammates see the big picture, increase output, and reduce rework as individuals complement each other.
3) Unique development needs require tailored attention
Each horse was at a different development stage; training must be individualized.
Training for newer employees should be individualized, while programs should still supplement senior staff.
Skill additions improve overall team performance.
4) Common objectives bind the team
Both horses share a single wagon and a single load via the doubletree.
Individual contributions vary, but everyone is connected to one overarching objective.
The doubletree can be adjusted to allow different loads among individuals, reflecting variability in top performers who naturally carry more load.
5) Synergy emerges from team dynamics
In any given moment, either horse may exhibit strength, but over time a team outperforms the sum of its parts.
Observed dynamics in teams:
Team members push each other to higher performance levels.
Members assist each other in training, physical tasks, and encouragement.
Poor performers who do not step up may be replaced.
Teams become self-directed in finding ways to optimize performance.
Turnover reduces as new members become fully integrated.
Teams share resources and work in closer proximity, increasing overall output per floor space.
Overall, synergy yields higher performance than individual effort; the principle can be summarized as "1+1>2" within a team context, often paraphrased as 1+1=3 for teamwork efficiency.
6) Equal rewards for all team members
At day’s end, both horses receive the same hay and personal care, regardless of who pulled more.
In many workplaces, leadership roles or specialists may receive higher pay, but teams function best when compensation ties a portion to meeting team objectives (e.g., customer service, quality, and skill development benefits).
7) Team leadership is critical
The wagon driver, the team leader, is essential for optimizing the pull by continuously observing performance and making immediate corrections.
Leadership on the shop floor is necessary for success; teams do not need to be large to require leadership—even two-person teams benefit from leadership.
Historical Context and Modern Relevance
Over the past century, productivity has evolved from Ford’s assembly line (early 20th century) to modern automated systems that may be costly and inflexible.
Today, many companies seek simpler, cheaper, and more flexible business and production models.
The author argues that studying simple, effective models, like the horse-team story, can provide new methods for superior customer service and financial performance.
Related references: Part One of the article, “Using Horse Sense When Leading Change,” provides the prequel and is available via linked posts; the current Part Two continues the discussion.
Practical Takeaways and Reflections
Use simple, observable analogies to teach complex teamwork concepts.
Pair inexperienced and experienced workers to accelerate learning and ensure stable performance.
Embrace diversity in skillsets and develop personalized training plans while maintaining common objectives.
Design team structures and reward systems that emphasize collective outcomes and equitable recognition.
Ensure strong, engaged leadership on the floor to monitor performance, provide feedback, and maintain alignment with goals.
Recognize that productivity gains often come from synergy rather than pure individual effort; effective teams can outperform individuals operating alone.
Consider how traditional production models compare to flexible, human-centered approaches in today’s businesses.
Formulas, Numbers, and Key Terms
Synergy concept: "One plus one can equal three" in terms of team output; represented here as 1+1=3 to denote amplified performance when teams function well.
Key terms:
Neck yoke
Single tree / doubletree / two-horse evener
Pulling chains
Harness and halter rope
Pivoting bar (approximately four feet)
Connections to Real World and Ethical/Practical Implications
Mentoring and onboarding: pairing newcomers with veterans can accelerate productivity and reduce turnover.
Diversity and inclusion: different skill sets contribute to a more robust team and enable cross-training benefits.
Individual development vs. team goals: training should address personal growth while aligning with shared objectives.
Reward systems: fair, team-oriented incentives promote collaboration rather than competition for scarce resources.
Leadership presence: active leadership on the floor is essential for maintaining performance and adapting to changing conditions.
References and Further Reading
Part One: Using Horse Sense When Leading Change (prequel)
Related article: http://www.bottomlinefix.com/blog-post/using-horse-sense-when-understanding-teamwork/
Original publication: LinkedIn Pulse — Kenneth Mikesell, 2016
Summary Takeaway
The story of two horses illustrates how inexperienced and experienced team members can achieve superior performance when guided by effective leadership, appropriate tools, and aligned objectives.
Real-world teams can apply these lessons by pairing novices with mentors, valuing diverse skills, tailoring development, maintaining shared goals, leveraging leadership, and designing fair rewards to sustain high performance.