Leading self-directed work teams: a guide to developing new team leadership skills
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY [u.a.]
McGraw-Hill
2000
|
| Ausgabe: | rev. and expanded |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXXIII, 339 S. Ill., graph. Darst. |
| ISBN: | 0071349243 |
Internformat
MARC
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| 100 | 1 | |a Fisher, Kimball |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Leading self-directed work teams |b a guide to developing new team leadership skills |c Kimball Fisher |
| 250 | |a rev. and expanded | ||
| 264 | 1 | |a New York, NY [u.a.] |b McGraw-Hill |c 2000 | |
| 300 | |a XXXIII, 339 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Teams in the workplace | |
| 650 | 4 | |a Équipes autonomes (Sociologie du travail) | |
| 650 | 4 | |a Führung | |
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Self-directed work teams | |
| 856 | 4 | 2 | |m HBZ Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016461282&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 999 | |a oai:aleph.bib-bvb.de:BVB01-016461282 | ||
Datensatz im Suchindex
| _version_ | 1804137592864636928 |
|---|---|
| adam_text | Contents
Foreword xxi
Acknowledgments xxiii
Introduction xxvii
PART I
A NEW KIND OF LEADER FOR A NEW
KIND OF BUSINESS ENVIRONMENT
Chapter 1: Bosses Who Don t Boss 3
Empowerment Is the Second Industrial Revolution 4
SDWTs Pose a Challenge to Traditional Management 4
P G Declares SDWTs a Trade Secret 5
Jack s Problem 6
The Changing Workplace 6
Team Leaders Don t Supervise 7
All Traditional Managers Are Supervisors 8
Operations, Management, and Culture Team Leaders 8
Summary 9
Chapter 2: Self-Directed Work Teams:
What Are They and Where Did They
Come From? 11
Why Are Organizations Changing? 13
How Are Organizations Changing? 13
People Are the Competitive Advantage 14
Defining Empowerment 15
Vlii Contents
Defining Self-Directed Work Teams 16
SDWT Watchouts 18
SDWTs Outperform Traditional Operations 19
The Origin of Self-Directed Work Teams 20
Scientific Management: Strengths and Weaknesses 20
Socio-Technical Systems 21
From Manufacturing to Service and Public School SDWTs 22
Summary 22
Chapter 3: Team Empowerment:
Passing Fad or the Future
of Work Design? 25
SDWTs Have Been Here for Decades 25
SDWTs Work 26
When SDWTs Don t Work 26
SDWTs and Business Results 27
Examples of Company Results 28
Research Verifies Improved Results 30
SDWTs Are the Probable Future 35
Summary 36
Chapter 4: The Classic Supervisor Is
an Endangered Species 39
The Supervisory Role Is Evolving 40
Why Empowerment Practices Will Continue 41
An Idea Whose Time Has Come 41
Different Business Environments Require Different
Organizations 42
Time-to-Market Pressures 43
Reduce Design Time 44
Cost Drivers 44
Learning from Success 45
Reduced Defense Spending 45
New Social Complexity 46
Changing Workforce Expectations 46
Adapting to Change 47
Technology to Support Empowerment 47
Team Decision-Making and Problem-Solving Technologies 48
Team Information Systems 48
Contents ix
Information Gathering 50
Information Is Power 51
Technological Substitutions for Hierarchy 51
Technology Helps but Is Not the Whole Answer 52
Worker Participation Is Inevitable 53
The World of Democratic Reform 53
Democratic Reform in the Workplace 54
Summary 55
Chapter 5: A Rocky Road: The Transition
from Supervisor to Team Leader 57
Typical Transition Problems 59
It Is Difficult for Supervisors at Every Management
Level to Become Team Leaders 61
Changing to SDWTs Is Harder for Team Leaders
than learn Members 61
Four Reasons the Transition Is So Difficult 62
Dealing with the Perceived Loss of Power or Status 63
Position Status 64
Dysfunctional Status Symbols 64
Unclear Roles Cause Unnecessary Transition Difficulties 64
The Wingwalker Problem 65
Job Security Concerns Frustrate Supervisory Change 66
Every Team Needs a Coach 66
What Happens When There Are Too Many Supervisors? 67
The Double Standard 68
Successful Team Leader Transition at Kodak 69
Summary 70
PART I I
BUILDING THE FOUNDATION
FOR CHANGE
Chapter 6: The Kodak 13 Room Story:
Empowering Team Leaders 73
Background 74
Management Practices Reflected the Military Background
of the Supervisors 75
An Environment of Trust Is Created 76
!
X Contents
The Change Process Begins with Education 76
Operators Become Interested in the Study Group 76
The Supervisor Group Is Empowered to Make
Unitwide Decisions 77
The Organization Is Structured into SDWTs 78
Team Meetings and Training Are Critical 78
13 Room Is Declared a Business 78
Results 79
Summary 79
Chapter 7: Overcoming Common
Transition Difficulties: Four Learnings
from the 13 Room 81
Create an Expanded Role for Team Leaders 82
Avoiding the Wingwalker Problem 82
Using Symbols to Reinforce the Changing Team Leader
Responsibilities 83
Develop a Self-Directed Management Team 83
Applying SDWT Principles to Team Leaders 83
The Importance of Example and Feedback 84
Manage by Shared Vision and Principles 84
Develop Capability 85
Building Team Leader Capability 85
Building Team Member Capability 86
Training 86
The Importance of Ongoing Learning 86
Summary 87
PART I I I
THE POWER OF VALUES
AND ASSUMPTIONS
Chapter 8: The Visible and Invisible
Elements of Team Leadership 91
Problems with Focusing Only on Actions 92
Situational Leadership Does Not Help Much Either 92
The Role Is More than a Style of Managing 93
Contents XI
A Model for Discussing the Things You Cannot See 93
Summary 95
Chapter 9: Theory X Assumptions
and Control Paradigm Thinking:
You Can t Get There from Here 97
Our Thinking Affects Our Behavior 98
The Invisible Team Leadership Elements in Action 99
Demonstrated Values Are More Important
than Stated Values 100
Theory X and Theory Y Revisited 101
Theory X in Action 102
We Get What We Expect 102
Theory X Assumptions Can Be Anywhere
in the Organization 103
How Theory X Assumptions Become
Self-Fulfilling Prophecies 103
Try Some Different Assumptions On for Size 104
Work Paradigms 104
Paradigm Paralysis 105
People Who Don t Have the SDWT Paradigm Don t
Understand SDWFs 105
Control and Commitment Management Paradigms 106
The Pervasive Influence of the Control Paradigm 107
The Language and Structure of Control 108
Results Versus Control 109
SDWTs Require the Commitment Paradigm 110
Summary 111
PART IV
THE ROLE OF THE TEAM LEADER
Chapter 10: The Supervisor Versus the
Team Leader: Sheep Herders
and Shepherds 115
Sheep Herding Versus Shepherding Management 117
Sheep Herders Drive Subordinate Flocks 118
Shepherds Lead and Develop 118
1
Xli Contents :
Problems with Sheep Herding 118
Shepherds Live in Traditional Organizations Too 119
Summary 120
Chapter 11: The Role of the Team Leader 121
Team Leader Job Description 122
The Boundary Manager 123
SDWTs Are Open Systems 124
SDWTs Manage Inside the Boundary 126
Team Leaders Manage the Boundary 126
Boundary Management Is a Nontraditional Role 127
Supervisors Taste the Sausage 127
Supervisors Work In the System, Team Leaders Work
On the System 129
Organization Design 129
Infrastructure Building 130
Substitutes for Hierarchy 131
Cross-Organization Collaboration 131
Seven Competencies of Boundary Managers 131
Summary 135
Chapter 12: Essential Competencies
for Team Leaders: Leader,
Results Catalyst, and Facilitator 137
Acting Like a Leader 138
Leaders as Change Agents 138
Vision: Gotta Have One 138
How Have Leaders Influenced You? 140
Nested Vision 141
Shared Vision 141
A Joint Visioning Process Example 142
The Results Catalyst 144
Managing by Principle Rather than by Policy 144
Break Some Rules 145
Using Operating Guidelines 146
Contents Xili
Facilitating Skills 146
How Do You Facilitate? 147
Training 148
Career Development 149
Summary 149
Chapter 13: The Barrier Buster, Business
Analyzer, Coach, and Living Example 151
Eliminating Barriers to High Performance 152
Quality of Work Life Concerns 152
Eliminate Unnecessary Policies 152
Analyzing Business 153
Empowerment Without Business Information Is a Sham 154
We Need Better Knowledge Management Systems 155
What Kind of Information Do SDWTs Need? 155
Institutionalized Methods for Joint Business Analysis 156
Customer Advocacy 157
Team Leaders Develop Customer Empathy 158
Misusing Customer Advocacy 158
Coaching Teams 159
Socratic Coaching 160
High Expectations 161
Performance Appraisals Are a Lousy Way to Coach 161
Being a Living Example 161
Team Leaders Aren t Above the Law 162
Summary 163
Chapter 14: The Myth of the Marshmallow
Manager 165
Team Leaders Are Neither Permissive Nor Passive 166
Marshmallow Managers 167
Why Team Leadership Sometimes Looks Passive 167
The Role Can Look Confusing to Outsiders 168
Team Leaders Aren t Marshmallows 168
I
Xiv Contents
Setting Boundary Conditions 169
Good Boundary Conditions Clarify 170
The Natural Consequences of Being Unresponsive
to Boundary Conditions 171
Summary 171
Chapter 15: The Five Stages
of Implementing Empowerment 173
The Cycle of SDWT Maturity 174
The Five Stages of SDWT Implementation 176
Challenges During the Five Stages 177
Stage One: Investigation Challenges
(Challenge = Understanding It) 177
Stage Two: Preparation Challenges
(Challenge = Accepting It) 178
Stage Three: Implementation Challenges
(Challenge = Making It Work) 179
Stage Four: Transition Challenges
(Challenge = Keeping At It) 180
Stage Five: Maturation Challenges
(Challenge = Keeping It Continuously Improving) 181
Leadership Tasks During the Maturation Process 181
Summary 182
Chapter 16: Leadership Roles During
the Early Stages of Team Maturity 183
Investigation Roles 184
Create Bridges to Span the Chasm Between Old
and New Cultures 185
Demonstrate Support for the Change 186
Create a Common Vocabulary to Facilitate
Communication and Learning 186
Couple Team Design to Business Changes 187
Preparation Roles 188
Create a Common Vision to Facilitate Change 188
Contents XV
Share Business Information and Line Up Resources 189
Make Technology and Operating Principle Changes 190
Implementation Roles 190
Begin Appropriate Training and Development 191
Summary 191
Chapter 17: Leadership Roles During
the Later Stages of Team Maturity 193
Transition Roles 194
Managing Skepticism 194
Protecting the New Team 194
Maturation Roles 196
Facilitating Continuous Improvement 197
Summary 198
PART IV
THE TEAM LEADER WORKOUT
Chapter 18: Three Days in the Life
of a Team Leader 201
Summary 213
Chapter 19: A Weekly Activity Guide
for Team Leaders 215
Short Runs 216
Communication Skills 216
Communication Topics 217
Team Meetings 217
Meetings as a Substitute for Hierarchy 218
Longer Runs 220
The Speed Workout 222
Running the Marathon 222
Summary 224
1
XVI Contents f
PART V
COMMON PROBLEMS
AND UNCOMMON SOLUTIONS
Chapter 20: When Team Members Resist
the Change to a Self-Directed
Work Team 227
Change Model 228
Clarity 229
Using Simulations to Clarify the New Role 230
Explain the New Team Member Competencies 230
SDWT Role Descriptions Differ Significantly
from Traditional Job Descriptions 232
SDWT Members Make Up Their Own To Do Lists 232
Felt Need 233
People Will Not Change Until They Feel They
Need to Change 234
Present a Case for Change 234
Support 235
Make Employment (Not Job) Assurances 235
Pay and Other Reinforcements Need to Be in Sync
with SDWTs 236
Organization Structures Need to Be Aligned with SDWTs 236
Financial Reports, Training, and Other Tools Need
to Be Consistent 237
Self-Awareness 238
Peer Feedback 238
Summary 239
Chapter 21: Helping Supervisors Become
Team Leaders 241
Change Model Affects Team Leaders 242
Clarity 243
Involve Supervisors in Defining the Team Leader Role 243
Not Involving Supervisors Creates a Self-Fulfilling Prophecy 244
Supervisors Need to See How Team Leaders Act 244
Felt Need 245
Different Supervisors Require Different Approaches 246
Trailblazers, Pilots, and Intellectuals 247
Late Bloomers and Traditionalists 247
Contents XVII
Support 247
Get Rewards and Recognition Systems in Sync with the
New Role 248
Peer Networks Provide a Different Kind of Support 249
Use Empowerment Schedules to Provide Transition Help 249
Self-Awareness 250
Self-Aware Team Leaders Admit Mistakes Openly 251
Summary 252
Chapter 22: Managing Upward:
When You Don t Have the Support
of Senior Management 253
Orderly Top-Down Change Is More Fiction than Fact 254
SDWTs Start with Champions in the Middle
of the Operation 254
Change Influencers Versus Change Drivers 255
How Do Change Influencers Act? 255
Vision, Opportunity, and Tenacity 256
Change Influencers Are Politically Astute 257
Case Study 257
Vision 258
Opportunity 258
Tenacity 258
What If the New Boss Is Unsupportive of SDWTs? 259
Being Results Oriented Versus Control Oriented 259
Dare Greatly 260
Working with Resistance from the Senior Levels 261
Commit to the Success of the Leader 261
Make the Deal to Share Feedback 262
No Surprises 262
Make Heroes 263
Summary 263
Chapter 23: Creating Accountability
Systems for Teams 265
If Everyone Is Responsible, Then No One Is Responsible 266
Social Loafing 266
1
XViH Contents
Accountability Systems Shouldn t Be Used to Punish 267
Accountability Systems 268
Task Accountability 268
A Task Accountability System in a Consulting Firm 268
Results Accountability 270
The Star Point System 270
A Star Point System at Cummins Engine 271
Goals and Measures Are Essential 272
Summary 272
Chapter 24: When the Problem Is the
Organization: Redesigning for Teams 273
Why Redesign? 274
Organization Redesign 275
Redesign Methods 276
The STS Redesign Approach 277
The Conference Method 278
The Hybrid Method 279
The Learning Lattice Organization 280
Summary 283
Chapter 25: Overcoming the Special
Challenges of Leading Knowledge
Workers 285
Shifting from Physical to Mental Labor 286
The Industrial Legacy 287
Different Work Requires Different Forms of Organization 287
Knowledge Work in Factories 288
Responsibilities for Knowledge Management 289
Knowledge Transfer 290
Knowledge Management at Andersen Consulting 290
Low-Tech Solutions 291
Learning in Public 293
Summary 293
Contents XIX
Chapter 26: Leading Virtual Teams:
How to Work with Teams
That Are Geographically Dispersed 295
Characteristics of Virtual Teams 296
Virtual Teams on the Rise 297
Common Challenges for Virtual Teams 298
Multiplexing Problems 298
Working with Home-Office-Based Team Members 298
Use Operating Guidelines 299
Use Goals 301
Virtual Collocation 301
Virtual Team Start-Ups 302
Summary 303
PART VI
TEAM LEADER EVALUATION TOOLS
Chapter 27: The Team Leader Litmus
Test: Do I Fit as a Team Leader? 307
Chapter 28: Assessing Team Leader
Effectiveness Sampler 313
Chapter 29: The Team Leader Survival
Guide 317
Things to Remember 317
Things to Do 319
Summary 321
Endnotes 323
Index 333
|
| adam_txt |
Contents
Foreword xxi
Acknowledgments xxiii
Introduction xxvii
PART I
A NEW KIND OF LEADER FOR A NEW
KIND OF BUSINESS ENVIRONMENT
Chapter 1: Bosses Who Don't Boss 3
Empowerment Is the Second Industrial Revolution 4
SDWTs Pose a Challenge to Traditional Management 4
P G Declares SDWTs a Trade Secret 5
Jack's Problem 6
The Changing Workplace 6
Team Leaders Don't Supervise 7
All Traditional Managers Are Supervisors 8
Operations, Management, and Culture Team Leaders 8
Summary 9
Chapter 2: Self-Directed Work Teams:
What Are They and Where Did They
Come From? 11
Why Are Organizations Changing? 13
How Are Organizations Changing? 13
People Are the Competitive Advantage 14
Defining Empowerment 15
Vlii Contents
Defining Self-Directed Work Teams 16
SDWT Watchouts 18
SDWTs Outperform Traditional Operations 19
The Origin of Self-Directed Work Teams 20
Scientific Management: Strengths and Weaknesses 20
Socio-Technical Systems 21
From Manufacturing to Service and Public School SDWTs 22
Summary 22
Chapter 3: Team Empowerment:
Passing Fad or the Future
of Work Design? 25
SDWTs Have Been Here for Decades 25
SDWTs Work 26
When SDWTs Don't Work 26
SDWTs and Business Results 27
Examples of Company Results 28
Research Verifies Improved Results 30
SDWTs Are the Probable Future 35
Summary 36
Chapter 4: The Classic Supervisor Is
an Endangered Species 39
The Supervisory Role Is Evolving 40
Why Empowerment Practices Will Continue 41
An Idea Whose Time Has Come 41
Different Business Environments Require Different
Organizations 42
Time-to-Market Pressures 43
Reduce Design Time 44
Cost Drivers 44
Learning from Success 45
Reduced Defense Spending 45
New Social Complexity 46
Changing Workforce Expectations 46
Adapting to Change 47
Technology to Support Empowerment 47
Team Decision-Making and Problem-Solving Technologies 48
Team Information Systems 48
Contents ix
Information Gathering 50
Information Is Power 51
Technological Substitutions for Hierarchy 51
Technology Helps but Is Not the Whole Answer 52
Worker Participation Is Inevitable 53
The World of Democratic Reform 53
Democratic Reform in the Workplace 54
Summary 55
Chapter 5: A Rocky Road: The Transition
from Supervisor to Team Leader 57
Typical Transition Problems 59
It Is Difficult for Supervisors at Every Management
Level to Become Team Leaders 61
Changing to SDWTs Is Harder for Team Leaders
than learn Members 61
Four Reasons the Transition Is So Difficult 62
Dealing with the Perceived Loss of Power or Status 63
Position Status 64
Dysfunctional Status Symbols 64
Unclear Roles Cause Unnecessary Transition Difficulties 64
The Wingwalker Problem 65
Job Security Concerns Frustrate Supervisory Change 66
Every Team Needs a Coach 66
What Happens When There Are Too Many Supervisors? 67
The Double Standard 68
Successful Team Leader Transition at Kodak 69
Summary 70
PART I I
BUILDING THE FOUNDATION
FOR CHANGE
Chapter 6: The Kodak 13 Room Story:
Empowering Team Leaders 73
Background 74
Management Practices Reflected the Military Background
of the Supervisors 75
An Environment of Trust Is Created 76
!
X Contents
The Change Process Begins with Education 76
Operators Become Interested in the Study Group 76
The Supervisor Group Is Empowered to Make
Unitwide Decisions 77
The Organization Is Structured into SDWTs 78
Team Meetings and Training Are Critical 78
13 Room Is Declared a Business 78
Results 79
Summary 79
Chapter 7: Overcoming Common
Transition Difficulties: Four Learnings
from the 13 Room 81
Create an Expanded Role for Team Leaders 82
Avoiding the Wingwalker Problem 82
Using Symbols to Reinforce the Changing Team Leader
Responsibilities 83
Develop a Self-Directed Management Team 83
Applying SDWT Principles to Team Leaders 83
The Importance of Example and Feedback 84
Manage by Shared Vision and Principles 84
Develop Capability 85
Building Team Leader Capability 85
Building Team Member Capability 86
Training 86
The Importance of Ongoing Learning 86
Summary 87
PART I I I
THE POWER OF VALUES
AND ASSUMPTIONS
Chapter 8: The Visible and Invisible
Elements of Team Leadership 91
Problems with Focusing Only on Actions 92
Situational Leadership Does Not Help Much Either 92
The Role Is More than a Style of Managing 93
Contents XI
A Model for Discussing the Things You Cannot See 93
Summary 95
Chapter 9: Theory X Assumptions
and Control Paradigm Thinking:
You Can't Get There from Here 97
Our Thinking Affects Our Behavior 98
The Invisible Team Leadership Elements in Action 99
Demonstrated Values Are More Important
than Stated Values 100
Theory X and Theory Y Revisited 101
Theory X in Action 102
We Get What We Expect 102
Theory X Assumptions Can Be Anywhere
in the Organization 103
How Theory X Assumptions Become
Self-Fulfilling Prophecies 103
Try Some Different Assumptions On for Size 104
Work Paradigms 104
Paradigm Paralysis 105
People Who Don't Have the SDWT Paradigm Don't
Understand SDWFs 105
Control and Commitment Management Paradigms 106
The Pervasive Influence of the Control Paradigm 107
The Language and Structure of Control 108
Results Versus Control 109
SDWTs Require the Commitment Paradigm 110
Summary 111
PART IV
THE ROLE OF THE TEAM LEADER
Chapter 10: The Supervisor Versus the
Team Leader: Sheep Herders
and Shepherds 115
Sheep Herding Versus Shepherding Management 117
Sheep Herders Drive Subordinate Flocks 118
Shepherds Lead and Develop 118
1
Xli Contents :
Problems with Sheep Herding 118
Shepherds Live in Traditional Organizations Too 119
Summary 120
Chapter 11: The Role of the Team Leader 121
Team Leader "Job Description" 122
The Boundary Manager 123
SDWTs Are Open Systems 124
SDWTs Manage Inside the Boundary 126
Team Leaders Manage the Boundary 126
Boundary Management Is a Nontraditional Role 127
Supervisors "Taste the Sausage" 127
Supervisors Work In the System, Team Leaders Work
On the System 129
Organization Design 129
Infrastructure Building 130
Substitutes for Hierarchy 131
Cross-Organization Collaboration 131
Seven Competencies of Boundary Managers 131
Summary 135
Chapter 12: Essential Competencies
for Team Leaders: Leader,
Results Catalyst, and Facilitator 137
Acting Like a Leader 138
Leaders as Change Agents 138
Vision: Gotta Have One 138
How Have Leaders Influenced You? 140
Nested Vision 141
Shared Vision 141
A Joint Visioning Process Example 142
The Results Catalyst 144
Managing by Principle Rather than by Policy 144
Break Some Rules 145
Using Operating Guidelines 146
Contents Xili
Facilitating Skills 146
How Do You Facilitate? 147
Training 148
Career Development 149
Summary 149
Chapter 13: The Barrier Buster, Business
Analyzer, Coach, and Living Example 151
Eliminating Barriers to High Performance 152
Quality of Work Life Concerns 152
Eliminate Unnecessary Policies 152
Analyzing Business 153
Empowerment Without Business Information Is a Sham 154
We Need Better Knowledge Management Systems 155
What Kind of Information Do SDWTs Need? 155
Institutionalized Methods for Joint Business Analysis 156
Customer Advocacy 157
Team Leaders Develop Customer Empathy 158
Misusing Customer Advocacy 158
Coaching Teams 159
Socratic Coaching 160
High Expectations 161
Performance Appraisals Are a Lousy Way to Coach 161
Being a Living Example 161
Team Leaders Aren't Above the Law 162
Summary 163
Chapter 14: The Myth of the Marshmallow
Manager 165
Team Leaders Are Neither Permissive Nor Passive 166
Marshmallow Managers 167
Why Team Leadership Sometimes Looks Passive 167
The Role Can Look Confusing to Outsiders 168
Team Leaders Aren't Marshmallows 168
I
Xiv Contents
Setting Boundary Conditions 169
Good Boundary Conditions Clarify 170
The Natural Consequences of Being Unresponsive
to Boundary Conditions 171
Summary 171
Chapter 15: The Five Stages
of Implementing Empowerment 173
The Cycle of SDWT Maturity 174
The Five Stages of SDWT Implementation 176
Challenges During the Five Stages 177
Stage One: Investigation Challenges
(Challenge = Understanding It) 177
Stage Two: Preparation Challenges
(Challenge = Accepting It) 178
Stage Three: Implementation Challenges
(Challenge = Making It Work) 179
Stage Four: Transition Challenges
(Challenge = Keeping At It) 180
Stage Five: Maturation Challenges
(Challenge = Keeping It Continuously Improving) 181
Leadership Tasks During the Maturation Process 181
Summary 182
Chapter 16: Leadership Roles During
the Early Stages of Team Maturity 183
Investigation Roles 184
Create Bridges to Span the Chasm Between Old
and New Cultures 185
Demonstrate Support for the Change 186
Create a Common Vocabulary to Facilitate
Communication and Learning 186
Couple Team Design to Business Changes 187
Preparation Roles 188
Create a Common Vision to Facilitate Change 188
Contents XV
Share Business Information and Line Up Resources 189
Make Technology and Operating Principle Changes 190
Implementation Roles 190
Begin Appropriate Training and Development 191
Summary 191
Chapter 17: Leadership Roles During
the Later Stages of Team Maturity 193
Transition Roles 194
Managing Skepticism 194
Protecting the New Team 194
Maturation Roles 196
Facilitating Continuous Improvement 197
Summary 198
PART IV
THE TEAM LEADER WORKOUT
Chapter 18: Three Days in the Life
of a Team Leader 201
Summary 213
Chapter 19: A Weekly Activity Guide
for Team Leaders 215
Short Runs 216
Communication Skills 216
Communication Topics 217
Team Meetings 217
Meetings as a Substitute for Hierarchy 218
Longer Runs 220
The Speed Workout 222
Running the Marathon 222
Summary 224
1
XVI Contents f
PART V
COMMON PROBLEMS
AND UNCOMMON SOLUTIONS
Chapter 20: When Team Members Resist
the Change to a Self-Directed
Work Team 227
Change Model 228
Clarity 229
Using Simulations to Clarify the New Role 230
Explain the New Team Member Competencies 230
SDWT Role Descriptions Differ Significantly
from Traditional Job Descriptions 232
SDWT Members Make Up Their Own "To Do" Lists 232
Felt Need 233
People Will Not Change Until They Feel They
Need to Change 234
Present a Case for Change 234
Support 235
Make Employment (Not Job) Assurances 235
Pay and Other Reinforcements Need to Be in Sync
with SDWTs 236
Organization Structures Need to Be Aligned with SDWTs 236
Financial Reports, Training, and Other Tools Need
to Be Consistent 237
Self-Awareness 238
Peer Feedback 238
Summary 239
Chapter 21: Helping Supervisors Become
Team Leaders 241
Change Model Affects Team Leaders 242
Clarity 243
Involve Supervisors in Defining the Team Leader Role 243
Not Involving Supervisors Creates a Self-Fulfilling Prophecy 244
Supervisors Need to See How Team Leaders Act 244
Felt Need 245
Different Supervisors Require Different Approaches 246
Trailblazers, Pilots, and Intellectuals 247
Late Bloomers and Traditionalists 247
Contents XVII
Support 247
Get Rewards and Recognition Systems in Sync with the
New Role 248
Peer Networks Provide a Different Kind of Support 249
Use Empowerment Schedules to Provide Transition Help 249
Self-Awareness 250
Self-Aware Team Leaders Admit Mistakes Openly 251
Summary 252
Chapter 22: Managing Upward:
When You Don't Have the Support
of Senior Management 253
Orderly Top-Down Change Is More Fiction than Fact 254
SDWTs Start with Champions in the Middle
of the Operation 254
Change Influencers Versus Change Drivers 255
How Do Change Influencers Act? 255
Vision, Opportunity, and Tenacity 256
Change Influencers Are Politically Astute 257
Case Study 257
Vision 258
Opportunity 258
Tenacity 258
What If the New Boss Is Unsupportive of SDWTs? 259
Being Results Oriented Versus Control Oriented 259
Dare Greatly 260
Working with Resistance from the Senior Levels 261
Commit to the Success of the Leader 261
Make the Deal to Share Feedback 262
No Surprises 262
Make Heroes 263
Summary 263
Chapter 23: Creating Accountability
Systems for Teams 265
If Everyone Is Responsible, Then No One Is Responsible 266
Social Loafing 266
1
XViH Contents
Accountability Systems Shouldn't Be Used to Punish 267
Accountability Systems 268
Task Accountability 268
A Task Accountability System in a Consulting Firm 268
Results Accountability 270
The Star Point System 270
A Star Point System at Cummins Engine 271
Goals and Measures Are Essential 272
Summary 272
Chapter 24: When the Problem Is the
Organization: Redesigning for Teams 273
Why Redesign? 274
Organization Redesign 275
Redesign Methods 276
The STS Redesign Approach 277
The Conference Method 278
The Hybrid Method 279
The Learning Lattice Organization 280
Summary 283
Chapter 25: Overcoming the Special
Challenges of Leading Knowledge
Workers 285
Shifting from Physical to Mental Labor 286
The Industrial Legacy 287
Different Work Requires Different Forms of Organization 287
Knowledge Work in Factories 288
Responsibilities for Knowledge Management 289
Knowledge Transfer 290
Knowledge Management at Andersen Consulting 290
Low-Tech Solutions 291
Learning in Public 293
Summary 293
Contents XIX
Chapter 26: Leading Virtual Teams:
How to Work with Teams
That Are Geographically Dispersed 295
Characteristics of Virtual Teams 296
Virtual Teams on the Rise 297
Common Challenges for Virtual Teams 298
Multiplexing Problems 298
Working with Home-Office-Based Team Members 298
Use Operating Guidelines 299
Use Goals 301
Virtual Collocation 301
Virtual Team Start-Ups 302
Summary 303
PART VI
TEAM LEADER EVALUATION TOOLS
Chapter 27: The Team Leader Litmus
Test: Do I Fit as a Team Leader? 307
Chapter 28: Assessing Team Leader
Effectiveness Sampler 313
Chapter 29: The Team Leader Survival
Guide 317
Things to Remember 317
Things to Do 319
Summary 321
Endnotes 323
Index 333 |
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| index_date | 2024-07-02T20:38:00Z |
| indexdate | 2024-07-09T21:14:45Z |
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| spelling | Fisher, Kimball Verfasser aut Leading self-directed work teams a guide to developing new team leadership skills Kimball Fisher rev. and expanded New York, NY [u.a.] McGraw-Hill 2000 XXXIII, 339 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Leadership Teams in the workplace Équipes autonomes (Sociologie du travail) Führung Self-directed work teams HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016461282&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Fisher, Kimball Leading self-directed work teams a guide to developing new team leadership skills Leadership Teams in the workplace Équipes autonomes (Sociologie du travail) Führung Self-directed work teams |
| title | Leading self-directed work teams a guide to developing new team leadership skills |
| title_auth | Leading self-directed work teams a guide to developing new team leadership skills |
| title_exact_search | Leading self-directed work teams a guide to developing new team leadership skills |
| title_exact_search_txtP | Leading self-directed work teams a guide to developing new team leadership skills |
| title_full | Leading self-directed work teams a guide to developing new team leadership skills Kimball Fisher |
| title_fullStr | Leading self-directed work teams a guide to developing new team leadership skills Kimball Fisher |
| title_full_unstemmed | Leading self-directed work teams a guide to developing new team leadership skills Kimball Fisher |
| title_short | Leading self-directed work teams |
| title_sort | leading self directed work teams a guide to developing new team leadership skills |
| title_sub | a guide to developing new team leadership skills |
| topic | Leadership Teams in the workplace Équipes autonomes (Sociologie du travail) Führung Self-directed work teams |
| topic_facet | Leadership Teams in the workplace Équipes autonomes (Sociologie du travail) Führung Self-directed work teams |
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