When Teams Work Best: 6,000 Team Members and Leaders Tell What it Takes to Succeed

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SAGE, 2001 M08 21 - 221 páginas
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What makes some teams achieve extraordinary outcomes, while other fall disappointingly short of the mark?

Frank LaFasto and Carl Larson have systematically explored that question for more than 20 years. In 1989, they published the best-selling book TeamWork; What Must Go Right/What Can Go Wrong, which reported the results of an in-depth study of some of the most successful teams in recent history and identified the eight characteristics of high performance teams.

When Teams Work Best advances this groundbreaking research by probing more deeply inside the workings of hundred of teams—some effective and some faltering. For over a decade, the authors collected and analyzed responses from more than 6,000 team members and leaders across a variety of industries, in both public and private sectors, to find out exactly what conditions help or hinder teams in achieving their goals. The voices of these team members—often eloquent, always enlightening—are heard through the quotations that appear throughout the book.

 

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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
ProblemSolving Ability
6
Teamwork Factors
8
Supportiveness
14
Action Orientation
18
Personal Style
23
Reward Collaborative Behavior
112
Guide the Teams ProblemSolving Efforts
113
Manage Your Ego and Personal Control Needs
116
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

Some Can Some Cant Some Wont
25
Putting It to Work
28
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
A Proven Approach to Building Effective Team Relationships
50
Step by Step
53
The Benefit of the Connect Model to Team Relationships
60
Putting It to Work
61
TEAM PROBLEM SOLVING RAISING AND RESOLVING THE REAL ISSUES
65
What Factors Distinguish Good ProblemSolving Teams?
67
Climate
68
Communication
70
Focus Climate and Communication as Pervasive Issues
71
Goal Energies and the DecisionMaking Process
72
The Goal
73
The Teams Energies
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
85
Universal Product Numbers
86
Improved Earnings
87
A Look at the Process
88
The Challenge Increases
90
What About Process Problems?
92
Putting It to Work
93
THE TEAM LEADER WHAT WORKSWHAT GETS IN THE WAY
97
Six Dimensions of Team Leadership
98
Focus on the Goal
100
Define the Goal in a Clear and Elevating Way
101
Dont Play Politics
105
Keep the Goal Alive
106
Ensure a Collaborative Climate
108
Make Communication Safe
109
Demand a Collaborative Approach
110
Accentuate the Positive
128
Say Thank You
129
Demonstrate Sufficient
130
Technical KnowHow
132
Get Help
133
Set Priorities
135
What Must HappenWhat Must Not
136
When Priorities Change
137
Manage Performance
138
Make Performance Expectations Clear
140
Give Constructive Feedback and Resolve Performance Issues
141
Give Constructive Feedback
142
Confront and Resolve Performance Issues
143
Recognize Superior Performance
145
A Note on Contemporary Leadership Thought
147
Putting It to Work
149
THE ORGANIZATION ENVIRONMENT PROMOTING CLARITY CONFIDENCE AND COMMITMENT
157
What Is an Organization Environment?
158
ClarityConfidenceand Commitment
159
Three Dimensions of Organization Environment
160
1 Management Practices
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
Relevant Rewards Drive Required Results
187
A Short Story
188
Standards Lead to Consistency and Fairness
192
Putting It to Work
195
A FINAL WORD
197
NOTES
199
Chapter 1
200
Chapter 2
201
Chapter 3
202
Chapter 4
205
Chapter 5
206
RELIABILITY OF THE COLLABORATIVE TEAM LEADER INSTRUMENT
209
NAME INDEX
211
SUBJECT INDEX
214
ABOUT THE AUTHORS
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Frank LaFasto, Ph.D., recently retired as Senior Vice President of Organization Effectiveness after 30 years with Cardinal Health, Inc., a multinational health care company. An internationally recognized author and lecturer on management issues, Frank has more than 35 years’ experience helping organizations build and sustain successful teams. Frank has written two best-sellers on the subject: Teamwork and How Teams Work Best, co-authored by Carl Larson. He currently consults with private and public sector organizations to help them build effective teams, lead critical change initiatives, and develop executive talent. Frank resides in Lake Forest, Illinois.

Frank LaFasto, Ph.D., recently retired as Senior Vice President of Organization Effectiveness after 30 years with Cardinal Health, Inc., a multinational health care company. An internationally recognized author and lecturer on management issues, Frank has more than 35 years' experience helping organizations build and sustain successful teams. Frank has written two best-sellers on the subject: Teamwork and How Teams Work Best, co-authored by Carl Larson. He currently consults with private and public sector organizations to help them build effective teams, lead critical change initiatives, and develop executive talent. Frank resides in Lake Forest, Illinois.

Carl Larson, Ph.D., is professor emeritus of Human Communication and past dean of Social Sciences at the University of Denver. His most recent work includes When Teams Work Best (Sage 2001), Successful Communication and Negotiation, and Collaborative Leadership: How Citizens and Civic Leaders Can Make a Difference. Larson consults in both the public and private sector. He received the Driscoll Master Educator Award given by the students at the University of Denver to the university’s outstanding professor.

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