When teams work best: 6000 team members and leaders tell what it takes to succeed
Based upon a 15-year survey of more than 6,000 team members and leaders from a variety of industries, this text describes the conditions that foster team success. The authors a business consultant and a professor of human communication have identified five factors that are common to successful teams...
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London [u.a.]
Sage Publ.
2001
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | Based upon a 15-year survey of more than 6,000 team members and leaders from a variety of industries, this text describes the conditions that foster team success. The authors a business consultant and a professor of human communication have identified five factors that are common to successful teams. |
| Beschreibung: | Literaturverz. S. 199 - 208 |
| Beschreibung: | XXVI, 221 S. graph. Darst. |
| ISBN: | 0761923667 |
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| 520 | |a Based upon a 15-year survey of more than 6,000 team members and leaders from a variety of industries, this text describes the conditions that foster team success. The authors a business consultant and a professor of human communication have identified five factors that are common to successful teams. | ||
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Datensatz im Suchindex
| _version_ | 1804135934615093248 |
|---|---|
| adam_text | CONTENTS
Preface xi
How to Use This Book xiii
Acknowledgments xv
PROLOGUE: A BRIEF PERSPECTIVE ON TEAMWORK
AND COLLABORATION xvii
What s Going On? xviii
The Increasing Complexity of Problems xviii
The Evolution of Social Behavior xix
Not So Fast. What I See Is ... xx
The Origins of This Book xxi
The Five Dynamics of Working Together xxii
1. WHAT MAKES A GOOD TEAM MEMBER? THE ABILITIES
AND BEHAVIORS THAT MATTER 1
Six Factors That Distinguish Effective Team Members 4
Working Knowledge Factors 5
Experience 5
Problem Solving Ability 6
Teamwork Factors 8
Openness: The Basic Ingredient for Team Success 8
Supportiveness 14
Action Orientation 18
Personal Style 23
Being Collaborative: Some Can, Some Can t, Some Won t 25
Putting It to Work 28
2. TEAM RELATIONSHIPS: SIMPLE AND EASY VERSUS
COMPLICATED AND HARD 33
Good Versus Bad Relationships 36
We Think We Are Better at Relationships
Than We Really Are 39
What Team Members Say About Team Relationships 40
Question 1. What Behaviors Are Most Important in a
Team Relationship? 41
Question 2. What Is the Greatest Challenge in
Team Relationships? 43
Feedback Is a Gift 45
From Poorly Managed Contention to
Dysfunctional Behavior 47
Question 3. How Do You Build and Sustain a
Collaborative Team Relationship? 48
The Connect Model: A Proven Approach to Building
Effective Team Relationships 50
The Connect Model: Step by Step 53
The Benefit of the Connect Model to Team Relationships 60
Putting It to Work 61
3. TEAM PROBLEM SOLVING: RAISING AND
RESOLVING THE REAL ISSUES 65
What Factors Distinguish Good Problem Solving Teams? 67
Focus 67
Climate 68
Communication 70
Focus, Climate, and Communication as Pervasive Issues 71
The Problem Solving Dynamic: Goal, Energies, and the
Decision Making Process 72
The Goal 73
The Team s Energies 75
Mental Energy 75
Physical Energy 77
Spiritual Energy 78
The Drain 79
Making Systematic Problem Solving a Priority 81
Five Steps to Effective Problem Solving 84
The Single Question Format in Action 86
Case One: Universal Product Numbers 86
Case Two: Improved Earnings 87
A Look at the Process 88
Cross Functional Teams: The Challenge Increases 90
What About Process Problems? 92
Putting It to Work 93
4. THE TEAM LEADER: WHAT WORKS/WHAT
GETS IN THE WAY 97
Six Dimensions of Team Leadership 98
Dimension One: Focus on the Goal 100
Define the Goal in a Clear and Elevating Way 101
Don t Play Politics 105
Help Team Members See Their Relevance to the Goal 105
Keep the Goal Alive 106
Dimension Two: Ensure a Collaborative Climate 108
Make Communication Safe 109
Demand a Collaborative Approach 110
Reward Collaborative Behavior 112
Guide the Team s Problem Solving Efforts 113
Manage Your Ego and Personal Control Needs 116
Dimension Three: Build Confidence 121
Get Results 123
Make Team Members Smart About Key Issues and Facts 124
Exhibit Trust by Assigning Responsibility 125
Be Fair and Impartial 126
Accentuate the Positive 128
Say Thank You 129
Dimension Four: Demonstrate Sufficient
Technical Know How 130
Know Your Stuff 132
Get Help 133
Dimension Five: Set Priorities 135
What Must Happen/What Must Not 136
When Priorities Change 137
Dimension Six: Manage Performance 138
Require Results: Make Performance Expectations Clear 140
Review Results: Give Constructive Feedback
and Resolve Performance Issues 141
Give Constructive Feedback 142
Confront and Resolve Performance Issues 143
Reward Results: Recognize Superior Performance 145
A Note on Contemporary Leadership Thought 147
Putting It to Work 149
5. THE ORGANIZATION ENVIRONMENT: PROMOTING
CLARITY, CONFIDENCE, AND COMMITMENT 157
What Is an Organization Environment? 158
What a Good Environment Produces:
Clarity, Confidence, and Commitment 159
Three Dimensions of Organization Environment 160
1. Management Practices 161
Setting a Clear Direction and Priorities 161
Balancing Resources and Demands 165
Establishing Clear Operating Principles 168
2. Structure and Processes 173
Effective Processes Foster Effective Decision Making 175
Effective Processes Keep People Connected 179
Effective Communication Processes Align
Information, Understanding, and Effort 182
3. Systems 186
The Necessity of Reliable Information 186
Relevant Rewards Drive Required Results 187
Team Based Selling/Team Based Rewards: A Short Story 188
Standards Lead to Consistency and Fairness 192
Putting It to Work 195
A FINAL WORD 197
NOTES 199
Prologue 199
Chapter 1 200
Chapter 2 201
Chapter 3 202
Chapter 4 205
Chapter 5 206
APPENDIX: RELIABILITY OF THE COLLABORATIVE
TEAM LEADER INSTRUMENT 209
NAME INDEX 211
SUBJECT INDEX 214
ABOUT THE AUTHORS 221
|
| adam_txt |
CONTENTS
Preface xi
How to Use This Book xiii
Acknowledgments xv
PROLOGUE: A BRIEF PERSPECTIVE ON TEAMWORK
AND COLLABORATION xvii
What's Going On? xviii
The Increasing Complexity of Problems xviii
The Evolution of Social Behavior xix
Not So Fast. What I See Is . xx
The Origins of This Book xxi
The Five Dynamics of Working Together xxii
1. WHAT MAKES A GOOD TEAM MEMBER? THE ABILITIES
AND BEHAVIORS THAT MATTER 1
Six Factors That Distinguish Effective Team Members 4
Working Knowledge Factors 5
Experience 5
Problem Solving Ability 6
Teamwork Factors 8
Openness: The Basic Ingredient for Team Success 8
Supportiveness 14
Action Orientation 18
Personal Style 23
Being Collaborative: Some Can, Some Can't, Some Won't 25
Putting It to Work 28
2. TEAM RELATIONSHIPS: SIMPLE AND EASY VERSUS
COMPLICATED AND HARD 33
Good Versus Bad Relationships 36
We Think We Are Better at Relationships
Than We Really Are 39
What Team Members Say About Team Relationships 40
Question 1. What Behaviors Are Most Important in a
Team Relationship? 41
Question 2. What Is the Greatest Challenge in
Team Relationships? 43
Feedback Is a Gift 45
From Poorly Managed Contention to
Dysfunctional Behavior 47
Question 3. How Do You Build and Sustain a
Collaborative Team Relationship? 48
The Connect Model: A Proven Approach to Building
Effective Team Relationships 50
The Connect Model: Step by Step 53
The Benefit of the Connect Model to Team Relationships 60
Putting It to Work 61
3. TEAM PROBLEM SOLVING: RAISING AND
RESOLVING THE REAL ISSUES 65
What Factors Distinguish Good Problem Solving Teams? 67
Focus 67
Climate 68
Communication 70
Focus, Climate, and Communication as Pervasive Issues 71
The Problem Solving Dynamic: Goal, Energies, and the
Decision Making Process 72
The Goal 73
The Team's Energies 75
Mental Energy 75
Physical Energy 77
Spiritual Energy 78
The Drain 79
Making Systematic Problem Solving a Priority 81
Five Steps to Effective Problem Solving 84
The Single Question Format in Action 86
Case One: Universal Product Numbers 86
Case Two: Improved Earnings 87
A Look at the Process 88
Cross Functional Teams: The Challenge Increases 90
What About Process Problems? 92
Putting It to Work 93
4. THE TEAM LEADER: WHAT WORKS/WHAT
GETS IN THE WAY 97
Six Dimensions of Team Leadership 98
Dimension One: Focus on the Goal 100
Define the Goal in a Clear and Elevating Way 101
Don't Play Politics 105
Help Team Members See Their Relevance to the Goal 105
Keep the Goal Alive 106
Dimension Two: Ensure a Collaborative Climate 108
Make Communication Safe 109
Demand a Collaborative Approach 110
Reward Collaborative Behavior 112
Guide the Team's Problem Solving Efforts 113
Manage Your Ego and Personal Control Needs 116
Dimension Three: Build Confidence 121
Get Results 123
Make Team Members Smart About Key Issues and Facts 124
Exhibit Trust by Assigning Responsibility 125
Be Fair and Impartial 126
Accentuate the Positive 128
Say "Thank You" 129
Dimension Four: Demonstrate Sufficient
Technical Know How 130
Know Your Stuff 132
Get Help 133
Dimension Five: Set Priorities 135
What Must Happen/What Must Not 136
When Priorities Change 137
Dimension Six: Manage Performance 138
Require Results: Make Performance Expectations Clear 140
Review Results: Give Constructive Feedback
and Resolve Performance Issues 141
Give Constructive Feedback 142
Confront and Resolve Performance Issues 143
Reward Results: Recognize Superior Performance 145
A Note on Contemporary Leadership Thought 147
Putting It to Work 149
5. THE ORGANIZATION ENVIRONMENT: PROMOTING
CLARITY, CONFIDENCE, AND COMMITMENT 157
What Is an Organization Environment? 158
What a Good Environment Produces:
Clarity, Confidence, and Commitment 159
Three Dimensions of Organization Environment 160
1. Management Practices 161
Setting a Clear Direction and Priorities 161
Balancing Resources and Demands 165
Establishing Clear Operating Principles 168
2. Structure and Processes 173
Effective Processes Foster Effective Decision Making 175
Effective Processes Keep People Connected 179
Effective Communication Processes Align
Information, Understanding, and Effort 182
3. Systems 186
The Necessity of Reliable Information 186
Relevant Rewards Drive Required Results 187
Team Based Selling/Team Based Rewards: A Short Story 188
Standards Lead to Consistency and Fairness 192
Putting It to Work 195
A FINAL WORD 197
NOTES 199
Prologue 199
Chapter 1 200
Chapter 2 201
Chapter 3 202
Chapter 4 205
Chapter 5 206
APPENDIX: RELIABILITY OF THE COLLABORATIVE
TEAM LEADER INSTRUMENT 209
NAME INDEX 211
SUBJECT INDEX 214
ABOUT THE AUTHORS 221 |
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| index_date | 2024-07-02T16:08:52Z |
| indexdate | 2024-07-09T20:48:24Z |
| institution | BVB |
| isbn | 0761923667 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-015180555 |
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| spelling | LaFasto, Frank M. Verfasser aut When teams work best 6000 team members and leaders tell what it takes to succeed London [u.a.] Sage Publ. 2001 XXVI, 221 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Literaturverz. S. 199 - 208 Based upon a 15-year survey of more than 6,000 team members and leaders from a variety of industries, this text describes the conditions that foster team success. The authors a business consultant and a professor of human communication have identified five factors that are common to successful teams. Leadership Teambuilding Teammanagement Teams Teams in the workplace Führung Erfolgsfaktor (DE-588)4197034-2 gnd rswk-swf Gruppenarbeit (DE-588)4022389-9 gnd rswk-swf Teamwork (DE-588)4126974-3 gnd rswk-swf (DE-588)4005227-8 Umfrage gnd-content Teamwork (DE-588)4126974-3 s DE-604 Erfolgsfaktor (DE-588)4197034-2 s Gruppenarbeit (DE-588)4022389-9 s 1\p DE-604 Larson, Carl E. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015180555&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | LaFasto, Frank M. Larson, Carl E. When teams work best 6000 team members and leaders tell what it takes to succeed Leadership Teambuilding Teammanagement Teams Teams in the workplace Führung Erfolgsfaktor (DE-588)4197034-2 gnd Gruppenarbeit (DE-588)4022389-9 gnd Teamwork (DE-588)4126974-3 gnd |
| subject_GND | (DE-588)4197034-2 (DE-588)4022389-9 (DE-588)4126974-3 (DE-588)4005227-8 |
| title | When teams work best 6000 team members and leaders tell what it takes to succeed |
| title_auth | When teams work best 6000 team members and leaders tell what it takes to succeed |
| title_exact_search | When teams work best 6000 team members and leaders tell what it takes to succeed |
| title_exact_search_txtP | When teams work best 6000 team members and leaders tell what it takes to succeed |
| title_full | When teams work best 6000 team members and leaders tell what it takes to succeed |
| title_fullStr | When teams work best 6000 team members and leaders tell what it takes to succeed |
| title_full_unstemmed | When teams work best 6000 team members and leaders tell what it takes to succeed |
| title_short | When teams work best |
| title_sort | when teams work best 6000 team members and leaders tell what it takes to succeed |
| title_sub | 6000 team members and leaders tell what it takes to succeed |
| topic | Leadership Teambuilding Teammanagement Teams Teams in the workplace Führung Erfolgsfaktor (DE-588)4197034-2 gnd Gruppenarbeit (DE-588)4022389-9 gnd Teamwork (DE-588)4126974-3 gnd |
| topic_facet | Leadership Teambuilding Teammanagement Teams Teams in the workplace Führung Erfolgsfaktor Gruppenarbeit Teamwork Umfrage |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015180555&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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