Team Building: Proven Strategies for Improving Team Performance, 5th Edition

Table of contents

1. Cover
2. Title page
3. Copyright page
4. About the Online Assessments
5. Dedication
6. The Jossey-Bass Business & Management Series
7. INTRODUCTION
8. Part 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
      2. What Happened to John Smith?
   2. 2 CONTEXT
      1. The Context Problem: Why Teamwork Often Doesn’t Work
      2. The Importance of Context
   3. 3 COMPOSITION
      1. Team Composition and Performance
      2. Team Size
      3. Effective Team Context and Composition: The Case of Bain & Company
      4. Assessing Context and Composition
      5. Creating the Context and Composition for Team Performance
   4. 4 COMPETENCIES
      1. Developing the Competencies of High-Performing Teams
      2. The Shift from Management to Team Leadership
      3. Team Leader as Educator
      4. Team Leader as Coach
      5. Team Leader as Facilitator
      6. Measurement of Team Competencies
      7. Creating a High-Performing Team at the Wilson Corporation
   5. 5 CHANGE
      1. Common Problems Found in Teams
      2. Team Building as a Process
      3. Use of an Outside Facilitator or Consultant
      4. The Roles of Manager and Consultant
      5. The Team-Building Cycle
   6. 6 BRINGING THE FOUR Cs TOGETHER
      1. Preparation
      2. Creating an Open Climate for Data Gathering
      3. Group Data Analysis and Problem Solving
      4. Problem-Solving Process
      5. The Appreciative Inquiry Approach to Team Building
      6. Using Feedback to Improve Team Performance
      7. Action Planning
      8. Follow-up Team Sessions
9. Part 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
      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
      3. Team Building Around the Crisis of Agreement
      4. Format Possibilities for Agreement-Management Team-Building Sessions
   3. 9 REDUCING CONFLICT BETWEEN TEAMS
      1. Diagnosing the Problem
      2. Designing the Solution
      3. Choosing an Appropriate Model
      4. Follow-Up
      5. Case Studies of Interteam Conflict Resolution
   4. 10 LEADING INNOVATIVE TEAMS
      1. Who Are You as a Leader?
      2. Develop Your Discovery Skills
      3. Create a Safe Space for Others to Innovate
      4. Build a Team with Complementary Skills and Expertise
      5. Use Team Processes That Encourage Innovation
10. Part Three: TEAM BUILDING IN DIFFERENT TYPES OF TEAMS
    1. 11 MANAGING THE TEMPORARY TEAM
       1. Preliminary Conditions for Temporary Teams
       2. Design for a Temporary Team
    2. 12 CREATING EFFECTIVE CROSS-CULTURAL TEAMS
       1. What Is Culture?
       2. Cultural Artifacts
       3. Cultural Norms
       4. Cultural Values
       5. Shared Assumptions
       6. Using the Four Cs in Cross-Cultural Teams
       7. How to Manage Violated Expectations in Cross-Cultural Teams
    3. 13 HIGH-PERFORMING VIRTUAL TEAMS
       1. How Virtual Teams Differ from Traditional Teams
       2. Common Problems in Virtual Teams
       3. Team Building in Virtual Teams
    4. 14 MANAGING INTERORGANIZATIONAL ALLIANCE TEAMS
       1. How Alliance Teams Differ from Internal Teams
       2. Managing Alliance Teams: Lessons from Eli Lilly and Company
11. Part Four: THE CHALLENGE OF TEAM BUILDING FOR THE FUTURE
    1. 15 CHALLENGES FOR BUILDING EFFECTIVE TEAMS
       1. Implementing the Four Cs: The Key to Success
       2. Challenges Facing Organizations of the Future
       3. Conclusion
12. THE AUTHORS
13. Index