When Teams Work Best: 6,000 Team Members and Leaders Tell What it Takes to SucceedSAGE, 2001 M08 21 - 221 páginas 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. |
Contenido
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 |
211 | |
214 | |
ABOUT THE AUTHORS | |
Otras ediciones - Ver todas
When Teams Work Best: 6,000 Team Members and Leaders Tell What it Takes to ... Frank LaFasto,Carl Larson Vista previa limitada - 2001 |
When Teams Work Best: 6,000 Team Members and Leaders Tell What it Takes to ... Frank M. J. LaFasto,Carl Larson Sin vista previa disponible - 2001 |
Términos y frases comunes
Referencias a este libro
Communication Mosaics: An Introduction to the Field of Communication Julia T. Wood Sin vista previa disponible - 2005 |