Efnisyfirlit

• The Professional Practice Series
• Editor page
• Dedication
• Title page
• Copyright page
• Contents
• Foreword
• The Editors
• The Contributors
• Part One: Why Teamwork Matters in Organizations
  • ESSAY ONE: Teamwork in Financial Institutions—Does It Really Matter?
  • ESSAY TWO: Do Teams’ Leaders Really Matter?
  • ESSAY THREE: Teamwork Matters
  • ESSAY FOUR: Making a Difference with Health Care Teams
    • Health Care Teams Explored
      • Team of Equals
      • Command-and-Control Teams
      • Expert Leader–Dominated Teams
      • Multi-Disciplinary Teams
      • Co-Management Teams
  • ESSAY FIVE: Developing Leaders on Any Team
  • ESSAY SIX: Teamwork and Spaceflight—An Evolving Relationship
• Part Two: The Organization and Its Influence
  • CHAPTER ONE: Silent Killers of Team Performance: How Honest, Collective, and Public Conversations Ca
    • Silent Barriers to Team Performance
    • Overcoming Silent Barriers to Team Performance
    • References
  • CHAPTER TWO: How Organizational Process Maturity Improved Software Team Performance
    • The Impact of Individual Differences
    • Dissecting a Software Design Team
    • Measuring Software Team Performance
    • Early Team Methods to Improve Productivity and Quality
    • The Process Maturity Framework
    • The Capability Maturity Model
      • Level 1—Inconsistent
      • Level 2—Stabilized
      • Level 3—Standardized
      • Level 4—Optimized
      • Level 5—Innovating
      • Validating the CMM
    • Adopting the CMM to Workforce Development
    • The Team Software Process
    • Teams in the Context of Software Organizations
    • Conclusion
    • References
  • CHAPTER THREE: Leading a Team to a Major Technological Development
    • Leading a Team to a Major Technological Development
    • Background
    • Definition of the Problem and a Conceptual Solution
    • Development and Communication of Policies and Strategies
    • Vision Statement
    • Goals and Change Plan
    • Stakeholder Involvement and Management
    • Governance
    • Staffing, Training, and Professional Development
    • Implementation and Measurement of Success
    • Keeping Staff Inspired and Motivated
    • References
• Part Three: The Team Leaders
  • CHAPTER FOUR: Building Great Leadership Teams for Complex Problems
    • Leadership Teams
      • Team 1
      • Team 2
    • Tripwire 1: What Is the Purpose of This Leadership Team?
    • Obstacles to Clarity of Purpose
      • Differences in Interests
      • Conceptual Challenge
      • Teams Are Poor at Articulating Purposes Together
    • Condition 1: Create a Compelling and Clear Purpose for the Team
      • Identify Interdependencies
      • Use Narrative to Identify Shared Values
      • Authorize an Individual to Articulate Purpose
    • Tripwire 2: The Wrong People Are Convening
      • Convening People to Represent Their Constituencies or Organizations
      • Choosing the Most Senior People
      • Paying No Attention to Demonstrable Teamwork Skills
      • Keeping Known Derailers in the Team
    • Condition 2: Convene the Right People
      • Look for Behavioral Signs of Empathy and Integrity
      • Look for Systems Thinking
      • Composing—and Recomposing—a Leadership Team
    • Tripwire 3: Meetings Are a Waste of Time
      • Conflict Between Individual and Collective Interests
      • Variations in Institutional Cultures and Norms
      • Assuming That “We Are All Grownups”
    • Condition 3: Create an Enabling Structure for the Team
      • Crafting Agendas Focused on Meaningful, Interdependent Activities
      • Put Constructive Norms in Place from the Beginning, and Revisit Them over Time
    • Conclusion
      • Beginnings
      • Relaunch
    • References and Further Reading
  • CHAPTER FIVE: Developing High-Impact Teams to Lead Strategic Change
    • Leadership of High-Impact Teams
    • The Nature of Strategic Change
      • Strategic Change Is Broad in Scope
      • Strategic Change Takes Time
      • Strategic Change Requires Management of Multiple Dimensions
      • Strategic Change Requires Systematic and Contextual Understanding of the Challenges
    • Challenges Teams Experience in Leading Strategic Change
    • Enhancing the Team’s Ability to Lead Strategic Change: Tools for Leaders and Practitioners
      • Shift 1: Collective as Leader (Navigator and Crew)
      • Shift 2: Interconnected Influence Agent (Influencer) and Contextual Cartographer
      • Shift 3: Boundary Spanning, Bridge Building (the Engineer)
    • Conclusion
    • References
  • CHAPTER SIX: Leading Executive Teams: The Good, the Bad, and the Ugly
    • Leaders Must Recognize That Executive Teams Are Different
    • Executive Teams Need Care and Feeding
    • Leaders Must Do Their Work Through Executive Teams
    • Leaders Must Know Themselves First
    • Leaders and Executive Teams Must Develop a Shared Understanding About the Culture
    • Leaders Must Be Clear on Who Is on the Executive Team
    • Define the Role of the Executive Team
    • Operational Responsibilities of the Executive Team Must Be Clear
    • Leaders Must Focus on Developing Trust Among Executive Team Members
    • Leaders Must Expect Executive Team Conflict, But All Conflict Is Not Equal
    • Executive Teams Must Be Provided Proper Rewards and Recognition
    • Leaders Must Deal with Good, Bad, and Ugly Executive Team Members
      • The Ugly
      • The Bad
      • The Good
    • Leaders Must Recognize That Location, Location, Location Matters with Executive Teams
    • Conclusion
    • References
  • CHAPTER SEVEN: Leading from the Helm: Lessons from America’s Cup Sailing Teams
    • Defining Team Leadership
    • Team Leadership in Context: Sailing Teams
    • Setting: Leadership in the America’s Cup
    • Team Lessons
      • 1. Identify Team Goals and Resources
      • 2. Examine Leadership Styles, Beliefs, and Fit
      • 3. Create a Structure and Process That Leverages the Team’s Strengths
      • 4. Coach for Peak Performance at the Right Time
      • 5. Build in Feedback, Acknowledge Wins, and Plan for the Future
    • America’s Cup Team Vignettes
      • Silvio Arrivabene at Mascalzone Latino Capitalia: Structuring Leadership
      • Dawn Riley at Areva Challenge: Leadership in Transition
      • Chris Dickson at BMW Oracle: Leadership from the Top
      • Grant Simmer at Alinghi: Shared Goals, Shared Leadership
    • Lessons Forward
    • References and Further Reading
• Part Four: The Organizational Context
  • CHAPTER EIGHT: Virtual Teams: The How To’s of Making “Being Virtually There” Successful
    • Introduction
    • Striving for Success
    • Review of Team Processes, Virtual and Otherwise
      • Teamwork and Processes
      • 1. Team Leadership
      • 2. Mutual Performance Monitoring
      • 3. Backup Behavior
      • 4. Adaptability
      • 5. Shared Mental Models
      • 6. Problem Identification
      • 7. Plan Execution
      • 8. Communication
      • 9. Mutual Trust
    • Challenges to Virtual Teamwork
      • Techno-Literacy
      • Lack of Engagement
      • Absence of Training and Preparation
      • Scheduling Flexibility
    • Using Team Processes to Overcome Challenges
    • Virtual Teamwork Issues for Tomorrow
    • Conclusion
    • References and Further Reading
  • CHAPTER NINE: Trust and Conflict at a Distance: How Can I Improve Relational Outcomes in Distributed
    • How Can I Improve the Way My Distributed Group Works Together?
    • Basic Principle: Social Information
    • Mechanisms That Affect Social Information in Distributed Groups
      • Develop Group Identity
      • Allow for Time and Familiarity
      • Build Relationships via Frequent Communication
    • Examples and Evidence from Practice
      • Group Identity
      • Time and Familiarity
      • Frequency of Communication
    • Myths and Misconceptions
      • Belief: Face-to-Face Meetings Are Necessary to Build Trust and Reduce Conflict in Virtual Work
      • Belief: It Is Always Best to Use the “Richest” Communication Medium Available
      • Belief: Conflict Is Highest in Completely Dispersed Groups
      • Implementation
      • Designing Virtual Teams
      • Selecting for Virtual Teams
      • Providing Training and Support
      • Improving Leadership and Facilitation
    • Conclusion
    • References and Further Reading
  • CHAPTER TEN: Teamwork Improvement in Health Care: A Decade of Lessons Learned Every Organization Sho
    • Introduction
    • Background
    • The Evidence Base for TeamSTEPPS®
      • The Scientific Evolution
      • Curriculum Core Content and Instructional Framework
      • Training Course Delivery
      • The TeamSTEPPS® Three-Phased Organizational Change Approach
      • Field-Testing and Subject-Matter Expert Input
    • TeamSTEPPS® Today, a Systems Solution: Lessons Learned About Drivers of Success
    • Success Factors Applied Before Training Delivery
      • Success Factor 1: Align the Initiative with the Organization’s Mission, Vision, and Values
      • Success Factor 2: Provide Organizational Support
      • Success Factor 3: Engage Leadership at All Levels
      • Success Factor 4: Prepare for Training
      • Success Factor 5: Create a Plan
    • Success Factors Applied After Training Delivery
      • Success Factor 6: Facilitate Application of Trained Teamwork Skills on the Job
      • Success Factor 7: Engage Champions to Drive Implementation
      • Success Factor 8: Prepare the Organization for Continuous Learning on the Job
      • Success Factor 9: Establish Partnerships and Collaborations
      • Success Factor 10: Measure the Effectiveness of the Team Training Program
    • Implications for the Future of Health Care Team Training
    • Conclusion
    • References
  • CHAPTER ELEVEN: Why Teamwork Matters: Enabling Health Care Team Effectiveness for the Delivery of Hi
    • The Context and Characteristics of Health Care Teams
    • The Science of Health Care Teams
    • Outcomes in Health Care Teams
      • Individual Level Outcomes
      • Team Level Outcomes
      • Organizational Level Outcomes
    • Team Processes for Ensuring Health Care Team Performance
      • Team Objectives
      • Participation
      • Conflict Management
      • Reflexivity
      • Diversity Management
      • Leadership
    • Practical Measures of Health Care Team Effectiveness
    • Recommendations for Improving Health Care Team Effectiveness
    • Future Challenges for Health Care Team Research
      • Authentic Team Membership
      • Multiple Team Membership
    • Conclusion
    • References
  • CHAPTER TWELVE: Rethinking Team Diversity Management: Evidence-Based Strategies for Coping with Dive
    • Introduction
    • The Theory of Faultlines
      • From Team Diversity to Team Faultlines
      • The Psychology of Faultlines
      • Information Elaboration in Faultline Teams
      • Team Conflict in Faultline Teams
    • The Management of Faultlines
      • Faultline Teams, Implications for Managers
    • Structural Level Managerial Strategies
      • Management of Contextual Elements
      • Crosscutting Strategies
      • Goal Structure Management: Introduction of Superordinate Goals
      • Combining Crosscutting and Superordinate Goal Strategies
      • Managing Team Task Autonomy
    • Relational Level Managerial Strategies
      • Managing Team Diversity Beliefs
      • Managing Team-Distributed Information Awareness
      • When Should Leaders Intervene?
    • Final Considerations and Conclusion
    • References
  • CHAPTER THIRTEEN: High Performance in Temporally Separated Team Work
    • Introduction
    • The Role of Team Coordination
    • Global Boundary Complexity
    • Temporal Separation Complexity
    • Time Zone Coordination Tactics
    • Temporal Distance and Calendar Efficiencies
    • Temporal vs. Spatial Distance
    • Dyad-Level Findings
    • Team Level Findings
    • The Role of Interaction Synchronicity
    • Concluding Remarks
    • References
• Part Five: The Assessments, Applications, and Interventions for Teams
  • CHAPTER FOURTEEN: Designing, Delivering, and Evaluating Team Training in Organizations: Principles T
    • Teamwork and Team Training
    • Principles for Team Training
      • Before Team Training
      • During Team Training
      • After Team Training
    • Conclusion
    • References and Further Reading
  • CHAPTER FIFTEEN: Conducting Team Debriefings That Work: Lessons from Research and Practice
    • What Is a Debriefing and Why Should We Care?
    • When Can Debriefings Be Conducted and Who Can Use Them?
      • When to Conduct Them
      • Debriefing Type 1
      • Debriefing Type 2
      • Debriefing Type 3
      • Debriefing Type 4
      • Debriefing Type 5
      • Debriefing Type 6
      • Who Participates
      • Do Debriefings Work and, If So, Why?
      • Relevant Theory
    • What Are the Most Common Debriefing Pitfalls and Obstacles to Success?
    • Lessons Learned: Levers and Tips to Promote Effective Team Debriefings
    • What Does the Future Hold for Debriefing?
    • References and Further Reading
  • CHAPTER SIXTEEN: Achieving Optimal Team Composition for Success
    • Introduction
    • Types of Team Composition Decisions
    • Models of Team Composition
      • Traditional Personnel—Position Fit Model
      • Personnel Model with Teamwork Considerations
      • Team Profile Model
      • Relative Contribution Model
      • Synthesis of the Models
    • Team Composition Decision Constraints
    • A Recommended Approach for Practitioners
    • Additional Considerations for Research and Application
    • References and Further Reading
  • CHAPTER SEVENTEEN: How, When, and Why You Should Measure Team Performance
    • Why Measure Team Performance?
    • What Should Be Measured?
    • How Should Team Performance Be Measured?
      • Rating Sources
      • Rating Formats
    • When Should Team Performance Be Measured?
      • Measure Team Performance After Raters Have Been Trained
      • Measure Team Performance on the Job or During Simulation-Based Exercises
      • Measure Team Performance Processes During Both Action and Transition Phases
      • Allow Time for Team Processes to Affect Outcomes
    • Directions for Future Research
    • References and Further Reading
  • CHAPTER EIGHTEEN: Team Time Management: Psychological Insights for Timely Project Performance
    • Temporal Synchronization in Collaborative Action
    • The Role of Shared Temporal Cognitions
    • Threats to Shared Temporal Cognitions
    • Action Regulation Toward Meeting Deadlines
      • Temporal Preparation
      • Temporal Evaluation
      • Temporal Adaptation
    • A Dynamic Model of Team Time Management
      • Practical Implications
    • Closing Comments
    • References
  • CHAPTER NINETEEN: Five Simple Processes That Improve High-Risk Team Effectiveness
    • Introduction
    • High-Risk Team Specifics
    • Five Simple (But Not Simplified) Team Processes
    • Maintaining Situation Awareness
      • Benefits of Situation Awareness
      • Situations That Require Situation Awareness
      • Ways to Train Situation Awareness
    • Talking to the Room
      • Benefits of Talking to the Room
      • Situations That Require Talking to the Room
      • Ways to Train Talking to the Room
    • Explicit Reasoning
      • Benefits of Explicit Reasoning
      • Situations That Require Explicit Reasoning
      • Ways to Teach Explicit Reasoning
    • Speaking Up
      • Benefits of Speaking Up
      • Situations That Require Speaking Up
      • Ways to Train Speaking Up
    • Closed-Loop Communication
      • Benefits of Closed-Loop Communication
      • Situations That Require Closed-Loop Communication
      • Ways to Train Closed-Loop Communication
    • Outlook
    • References
• Part Six: Summary
  • CHAPTER TWENTY: Enhancing the Practice of Teamwork in Organizations: Emerging Themes
    • 1. Clearly, Teamwork Does Matter in Organizations!
    • 2. Break Down Barriers to Intra- and Inter-Team Coordination
    • 3. Composition Variables Influence the Management of Teams
    • 4. Organizational Conditions Drive Team Performance
    • 5. The Nature of Teamwork Is Changing to Include Virtual Distributed Teams and Teams of Teams
    • 6. Team Training Works, But Must Be Scientifically Grounded and Systematically Designed, Delivered,
    • 7. Teams Are Adaptable Social Entities
    • 8. Leadership Matters!
    • 9. Engage Team Members with a Shared Vision, Clear Mission, and Compelling Purpose
    • 10. There’s Still a Lot to Learn About Teamwork
    • References
• Name Index
• Subject Index

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