October 2015
Intermediate to advanced
504 pages
14h 28m
English
book
Practicing Organization Development: Leading Transformation and Change, 4th Edition
by William J. Rothwell, Jacqueline M. Stavros, Roland L. Sullivan
Content preview from Practicing Organization Development: Leading Transformation and Change, 4th Edition
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.
Chapter SixteenLeading Innovative Teams
Jeffrey H. Dyer and W. Gibb Dyer
When you create something that people didn't think could be created, it's never one person. It's always a group.
‒A. G. Lafley, former Chairman and CEO, Procter & Gamble
In our previous chapter in Practicing Organization Development on team building, we outlined the “4Cs” that determine the performance of teams. These are: Context, Composition, Competencies, and Change (Dyer, Dyer, and Dyer 2013). “Context” refers to the organizational factors—leadership, culture, structure, systems, and processes—that either support or undermine teamwork. “Composition” refers to the skills, experience, and motivation of team members and team size. “Competencies” concerns the ability of the team to make decisions, solve problems, deal with conflict, and so forth, while “change” is a team's “meta-competency,” and concerns the team's ability to monitor its performance and make changes—usually in the form of team building—to improve the team's performance.
In this chapter, we focus on the team competency of “innovation.” A key question for team leaders and those that work with them is: “Do you have what it takes to create an innovative team?” Most managers spend little time thinking about this question ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.