Efnisyfirlit

• Title page
• Copyright page
• Contents
• About the Online Assessments
• Dedication
• Introduction
• Part One: The Four Cs of Team Development
  • 1: The Search for the High-Performing Team
    • Determinants of High-Performing Teams: The Four Cs
      • Context for the Team
      • Composition of the Team
      • Competencies of the Team
      • Change Management Skills of the Team
    • What Happened to John Smith?
  • 2: Context
    • The Context Problem: Why Teamwork Often Doesn’t Work
    • The Importance of Context
      • How Important Is Effective Teamwork to Accomplishing This Particular Task?
      • What Type of Team Is Needed?
      • Does the Organization’s Context of Culture, Structure, and Systems Support Teamwork?
  • 3: Composition
    • Team Composition and Performance
    • Team Size
    • Effective Team Context and Composition: The Case of Bain & Company
      • Cultural Characteristics: A Team Orientation
      • Promoting Team Leadership Skills
      • Team Process Emphasizing Interdependency and Productivity
      • Team Dynamics and Structure: Lean, Flat Teams with High Responsibility
      • Attention to Team Chemistry
      • High Priority on Personal Development
      • Monthly Measurement of Team Satisfaction and Performance
    • Assessing Context and Composition
    • Creating the Context and Composition for Team Performance
      • Provide Clear Top Management Support for Team Development
      • Create Organizational Rewards to Support Teamwork
      • Make Time Available for Team Development
      • Regularly Assess Whether the Organization’s Culture, Structure, and Systems Support Teamwork
      • Develop a Systematic Process for Making Team Assignments
  • 4: Competencies
    • Developing the Competencies of High-Performing Teams
    • The Shift from Management to Team Leadership
    • Team Leader as Educator
      • Sharing Power
      • Sharing Leadership
      • Developing the Competencies of an Effective Team
      • Developing Team Guidelines and Metrics
      • Developing Team Competencies
    • Team Leader as Coach
    • Team Leader as Facilitator
    • Measurement of Team Competencies
    • Creating a High-Performing Team at the Wilson Corporation
  • 5: Change
    • Common Problems Found in Teams
      • Differences Between Team Members and the Team Leader
      • Differences Among Team Members
    • Team Building as a Process
    • Use of an Outside Facilitator or Consultant
    • The Roles of Manager and Consultant
    • The Team-Building Cycle
      • Problem Identification
      • Data Gathering
      • Diagnosis and Analysis of Data
      • Action Planning
      • Implementation and Evaluation
  • 6: Bringing the Four Cs Together
    • Preparation
      • Goals
      • Alternative Actions
    • Creating an Open Climate for Data Gathering
      • Goals
      • Alternative Approaches to Data Gathering
    • Group Data Analysis and Problem Solving
      • Goals
      • Alternatives for Data Analysis
    • Problem-Solving Process
    • The Appreciative Inquiry Approach to Team Building
    • Using Feedback to Improve Team Performance
      • Goals
      • Types of Feedback
    • Action Planning
      • Goals
      • Options for Action Planning
      • Implementation, Evaluation, and Follow-up
    • Follow-up Team Sessions
• Part Two: Solving Specific Problems Through Team Building
  • 7: Managing Conflict in the Team
    • Expectation Theory of Conflict
    • Negotiating Agreements
    • Helping Teams in Conflict or Confusion: The Role Clarification Exercise
      • Planning
      • Meeting Design
      • Role Clarification
    • The Start-Stop-Continue Exercise
    • The Manager as the Center of Conflict
    • Diversity as the Source of Conflict
    • The Problem Member
  • 8: Overcoming Unhealthy Agreement
    • Unhealthy Agreement
    • Symptoms of the Problem
      • Symptoms More Easily Observable to Outsiders
      • Symptoms More Easily Observable to Insiders
    • Team Building Around the Crisis of Agreement
    • Format Possibilities for Agreement-Management Team-Building Sessions
      • Data Collection by a Consultant
      • Data Collection by Members of the Team
      • Sharing the Theory and Taking Action
  • 9: Reducing Conflict Between Teams
    • Diagnosing the Problem
    • Designing the Solution
    • Choosing an Appropriate Model
    • Follow-Up
    • Case Studies of Interteam Conflict Resolution
      • Case One: ElectriGov
      • Case Two: ExactCorp
  • 10: Leading Innovative Teams
    • Who Are You as a Leader?
    • Develop Your Discovery Skills
    • Create a Safe Space for Others to Innovate
    • Build a Team with Complementary Skills and Expertise
      • Complementary Innovation and Execution Skills
      • Complementary Human, Technical, and Business Expertise
    • Use Team Processes That Encourage Innovation
      • Process 1: Questioning
      • Process 2: Observing
      • Process 3: Networking
      • Process 4: Brainstorming Solutions and Associating: The Deep Dive
      • Process 5: Prototyping (Experimenting)
• Part Three: Team Building in Different Types of Teams
  • 11: Managing the Temporary Team
    • Preliminary Conditions for Temporary Teams
    • Design for a Temporary Team
      • Step 1: Developing a Realistic Priority Level
      • Step 2: Sharing Expectations
      • Step 3: Clarifying Goals
      • Step 4: Formulating Operating Guidelines
  • 12: Creating Effective Cross-Cultural Teams
    • What Is Culture?
    • Cultural Artifacts
    • Cultural Norms
    • Cultural Values
    • Shared Assumptions
    • Using the Four Cs in Cross-Cultural Teams
      • Context
      • Composition
      • Competencies
      • Change
    • How to Manage Violated Expectations in Cross-Cultural Teams
  • 13: High-Performing Virtual Teams
    • How Virtual Teams Differ from Traditional Teams
    • Common Problems in Virtual Teams
      • Lack of Training and Effective Use of Communication Technologies
      • Lack of Effective Team Leadership
    • Team Building in Virtual Teams
  • 14: Managing Interorganizational Alliance Teams
    • How Alliance Teams Differ from Internal Teams
      • Organization Culture Clashes
      • Lack of Trust
      • Shared Decision Making
      • Team Size and Expertise Duplication
    • Managing Alliance Teams: Lessons from Eli Lilly and Company
      • Cultural Assessment: The Due Diligence Team
      • Strategic Futures Exercise
      • Strategic Decision-Making Template
      • Communication and Work Planning Documents
      • Keeping the Alliance Team on Track: Annual Health Check
• Part Four: The Challenge of Team Building for the Future
  • 15: Challenges for Building Effective Teams
    • Implementing the Four Cs: The Key to Success
    • Challenges Facing Organizations of the Future
      • Finding and Developing Employees with Team Skills
      • Teams Without Clear Boundaries
      • Globalization and Teamwork
    • Conclusion
• Notes
• The Authors
• Index

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