Team Building: Proven Strategies for Improving Team Performance, Fourth Edition

Book description

This book is filled with the concepts, ideas, and practical suggestions that are needed for any manager to have at hand if he or she is a member or creator of a committee, team, task-force, or any other activity involving collaboration among several people. The ideas are proven by several decades of experience and well-supported in the text with numerous examples.

Table of contents

  1. Copyright
    1. Dedication
  2. Foreword
  3. Introduction
    1. Plan of the Book
  4. The Authors
  5. One. The Four Cs of Team Development
    1. 1. The Search for the High-Performing Team
      1. Determinants of High-Performing Teams: The Four Cs
        1. Context for the Team
        2. Composition of the Team
        3. Competencies of the Team
        4. Change Management Skills of the Team
      2. Whatever Happened to John Smith?
    2. 2. Context: Laying the Foundation for Team Success
      1. The Context Problem: Why Teamwork Doesn’t Work
      2. The Importance of Context
        1. How Important Is Effective Teamwork to Accomplishing This Particular Task?
          1. Modular Interdependence
          2. Sequential Interdependence
          3. Reciprocal Interdependence
        2. What Type of Team Is Needed?
          1. Decision Teams
          2. Task Teams
          3. Self-Directed Teams
        3. Does the Organization’s Context of Culture, Structure, and Systems Support Teamwork?
    3. 3. Composition: Getting the Right People on the Bus
      1. Team Composition and Performance
      2. Team Size
      3. Effective Team Context and Composition: The Case of Bain & Company
        1. Cultural Characteristics: A Team Orientation
        2. Promoting Intellectual Leadership
        3. Team Process Emphasizing Interdependency and Productivity
        4. Team Dynamics and Structure: Lean, Flat Teams with High Responsibility
        5. Attention to Team Chemistry
        6. High Priority on Personal Development
        7. Systematic Measurement of Team Satisfaction and Performance
      4. Assessing Context and Composition
      5. Creating the Context and Composition for Team Performance
    4. 4. Competencies: Developing Team Skills for High Performance
      1. Developing the Competencies of High-PerformingTeams
      2. The Shift from Management to Team Leadership
      3. Team Leader as Educator in Developing Team Competencies
        1. Sharing Power
        2. Sharing Leadership
        3. Identifying the Competencies of an Effective Team
        4. Developing Team Guidelines and Metrics
      4. Developing Team Competencies
      5. Team Leader as Coach
      6. Team Leader as Facilitator
      7. Measurement of Team Competencies
      8. High-Performing Teams at General Growth Properties
    5. 5. Change: Devising More Effective Ways of Working Together
      1. Common Problems Found in Teams
        1. Differences Between Team Members and the Team Leader
        2. Differences Between Team Members
      2. Team Building as a Process
      3. Use of an Outside Facilitator or Consultant
      4. The Roles of the Manager and the Consultant
      5. The Team-Building Cycle
        1. Data Gathering
          1. Surveys
          2. Interviews
          3. Team Data Gathering
        2. Diagnosis and Analysis of Data
        3. Action Planning
        4. Implementation and Evaluation
    6. 6. Bringing the Four Cs Together: Designing a Team-Building Program
      1. Preparation
        1. Goals
        2. Alternative Actions
      2. Creating an Open Climate for Data Gathering
        1. Goals
        2. Alternative I
        3. Alternative II
        4. Alternative III
      3. Group Data Analysis and Problem Solving
        1. Goals
        2. Role of the Consultant
        3. Alternative I
        4. Alternative II
        5. Alternative III
        6. Alternative IV
        7. Problem-Solving Process
        8. Alternative V: The Appreciative Inquiry Approach to Team Building
      4. Using Feedback to Improve Team Performance
        1. Goals
        2. Types of Feedback
          1. Descriptive Feedback
          2. Suggestions
          3. Other Possibilities
      5. Action Planning
        1. Goals
        2. Options for Action Planning
      6. Implementation, Evaluation, and Follow-Up: What Happens After Team Building?
      7. Follow-Up Team Sessions
  6. Two. Solving Specific Problems Through Team Building
    1. 7. Managing Conflict in the Team
      1. Expectation Theory of Conflict
      2. Negotiating Agreements
      3. Helping Teams in Conflict or Confusion: The Role-Clarification Exercise
        1. Planning
          1. Time Commitment
          2. Resource Personnel
          3. Program Design Goal
          4. Preparation
        2. Meeting Design
          1. Goals
          2. Ground Rules
        3. Role Clarification
      4. The “Start-Stop-Continue” Exercise
      5. The Manager as the Center of Conflict
      6. Diversity as the Source of Conflict
      7. The Problem Member
    2. 8. Overcoming Unhealthy Agreement
      1. Unhealthy Agreement
      2. Symptoms of the Problem
        1. Symptoms More Easily Observable to Outsiders
        2. Symptoms More Easily Observable to Insiders
      3. Team Building Around the “Crisis of Agreement”
      4. Format Possibilities for Agreement-Management Team-Building Sessions
        1. Data Collection by a Consultant
        2. Data Collection by Members of the Team
        3. Sharing the Theory and Taking Action
    3. 9. Reducing Conflict Between Teams
      1. Diagnosing the Problem
      2. Designing the Solution
        1. Design A
        2. Design B
        3. Design C
        4. Design D
        5. Design E
      3. Follow-Up
      4. Choosing an Appropriate Model
      5. Case Studies of Interteam Conflict
        1. Case One: ElectriGov
        2. Case Two: ExactCorp
  7. Three. Team Building in Different Kinds of Teams
    1. 10. Managing the Temporary Team
      1. Preliminary Conditions for Temporary Teams
      2. Design for a Temporary Team
        1. Step 1. Developing a Realistic Priority Level
        2. Step 2. Sharing Expectations
        3. Step 3. Clarifying Goals
        4. Step 4. Formulating Operating Guidelines
    2. 11. High-Performing Virtual Teams
      1. How Virtual Teams Differ from Traditional Teams
      2. Common Problems in Virtual Teams
        1. Lack of Trust and Mutual Understanding
        2. Violated Expectations
        3. Lack of Training and Effective Use of Communication Technologies
        4. Lack of Effective Team Leadership
      3. Team Building in Virtual Teams
    3. 12. Managing Interorganizational (Alliance) Teams
      1. How Alliance Teams Differ from Internal Teams
      2. Managing Alliance Teams: Lessons from Eli Lilly and Company
        1. Cultural Assessment: The Due Diligence Team
        2. Strategic Futures Exercise
        3. Strategic Decision-Making Template
        4. Communication and Work-Planning Documents
        5. Keeping the Alliance Team on Track: Annual Health Check
  8. Four. The Challenge of Team Building for the Future
    1. 13. Challenges for Building Effective Teams
      1. Implementing the Four Cs—The Key to Success
      2. Challenges Facing Organizations of the Future
        1. Finding and Developing Employees with Team Skills
        2. Teams Without Clear Boundaries
        3. Globalization and Teamwork
      3. Conclusion
  9. Notes
    1. Introduction
    2. Chapter One
    3. Chapter Two
    4. Chapter Three
    5. Chapter Four
    6. Chapter Five
    7. Chapter Six
    8. Chapter Seven
    9. Chapter Eight
    10. Chapter Nine
    11. Chapter Eleven
    12. Chapter Twelve
    13. Chapter Thirteen

Product information

  • Title: Team Building: Proven Strategies for Improving Team Performance, Fourth Edition
  • Author(s):
  • Release date: February 2007
  • Publisher(s): Wiley
  • ISBN: 9780787988937