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Written by Walter Ewing on June 6, 2018 in Border Enforcement , Zign Slingback ballet pumps grey nCmYMA
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Since the implementation of a “zero-tolerance” policy in April 2018 toward illegal entry (as well as attempted illegal entry) into the United States, criminal prosecutions of unauthorized border-crossers under the Trump administration have started to rise.

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of migrants apprehended by Customs and Border Protection (CBP) along the southwest border with Mexico jumped a full 30 percent from March to April. Since January alone, criminal prosecutions are up 60 percent—from 5,191 in January to 8,298 in April.

The greatest number of prosecutions in April took place in the Western District of Texas (2,767), followed by the Southern District of Texas (1,959). However, while Texas dominated in terms of absolute numbers, the greatest increase in prosecutions from January to April occurred in New Mexico, where prosecutions jumped 110 percent.

This increase follows Attorney General Jeff Sessions’ announcement on April 6, 2018, that anyone caught crossing the border would now face prosecution, as opposed to their countries of origin without facing criminal charges. The Attorney General told U.S. Attorney’s Offices all along the southwest border to adopt this enforcement philosophy and “prosecute those who choose to illegally cross over our border.” This edict is even being applied to migrants fleeing dangerous conditions in their home countries who come here seeking protection.

The new zero-tolerance policy builds upon Operation Streamline , under which migrants who illegally crossed into the United States in certain border sectors automatically faced prosecution. Streamline was created in 2005 during the George W. Bush administration and continued under the Obama administration as well. Under President Trump, a new variant of Streamline is spreading along the entire U.S.-Mexico border.

Treating all undocumented immigrants like hardened criminals is cruel enough, but the Trump administration has added a particularly vicious twist.

Guided by a highly punitive enforcement philosophy, government agencies are separating migrant families, removing children from parents who are criminally charged. In theory, forced family separation—like mandatory prosecution—is supposed to have a deterrent effect on would-be undocumented migrants who are thinking about making the trip across the U.S.-Mexico border.

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Christine’s story is hardly unique. Across the world, senior managers and team leaders are increasingly frustrated by conflicts arising from what we refer to as multiteaming—having their people assigned to multiple projects simultaneously. But given the significant benefits of multiteaming, it has become a way of organizational life, particularly in knowledge work. It allows groups to share individuals’ time and brainpower across functional and departmental lines. It increases efficiency, too. Few organizations can afford to have their employees focus on just one project at a time and sit idle between tasks. So companies have optimized human capital somewhat as they would machines in factories, spreading expensive resources across teams that don’t need 100% of those resources 100% of the time. As a result, they avoid costly downtime during projects’ slow periods, and they can bring highly specialized experts in-house to dip in and out of critical projects as needed. Multiteaming also provides important pathways for knowledge transfer and the dissemination of best practices throughout organizations.

As clear and quantifiable as these advantages are, the costs are substantial and need to be managed, as Christine would attest. Organizations open themselves up to the risk of transmitting shocks across teams when shared members link the fates of otherwise independent projects. And teams discover that the constant entrance and exit of members weakens group cohesion and identity, making it harder to build trust and resolve issues. Individual employees pay a big price as well. They often experience stress, fatigue, and burnout as they struggle to manage their time and engagement across projects.

Over the past 15 years, we’ve been measuring both the benefits and the trade-offs of multiteaming in areas such as human capital, resource utilization, quality management, and customer satisfaction. We have conducted:

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Over the past 15 years, we have studied collaboration in hundreds of teams, in settings as varied as professional services, oil and gas, high tech, and consumer goods. By carefully observing people during various stages of project-driven work, we have learned a tremendous amount about multiteaming. In this article we discuss why it is so prevalent in today’s economy, examine the key problems that crop up for organizational and team leaders, and provide recommendations for how to solve them.

Even though assigning employees to multiple projects at once is not new, the practice is especially widespread today. In a survey of more than 500 managers in global companies, we found that 81% of those working on teams worked on more than one concurrently. Other research places the number even higher—for example, 95% in knowledge-intensive industries.

Why is multiteaming practically ubiquitous? For several reasons.

First, organizations must draw on expertise in multiple disciplines to solve many large, complex problems. Businesses are tackling cybersecurity risks that span departments as diverse as finance, supply chain, and travel. Energy companies are coordinating global megaprojects, including the opening of new deep-sea resource fields. Transportation and logistics firms are tasked with getting resources from point A to point B on time, irrespective of how remote those points are or what is being delivered. Large-scale manufacturing and construction endeavors, such as aircraft and city infrastructure projects, require tight collaboration between those producing the work and the agencies regulating it. In such contexts, organizations can’t rely on generalists to come up with comprehensive, end-to-end solutions. They must combine the contributions of experts with deep knowledge in various domains. (For more on this, see “Getting Your Stars to Collaborate,” HBR, January–February 2017.)

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