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• Front Matter
• Contents
• Acknowledgements
• Part 1 Team Effectiveness
• 1 Creating Effective Teams
• Key Learning Points
• Task and Social Elements of Team Functioning
• Team Effectiveness
• Table 1 Four types of teams and their outcomes.
• Exercise 1 The team reflexivity questionnaire
• Key Revision Points
• Further Reading
• Web Resources
• 2 Real Teams Work
• Key Learning Points
• Case Study
• why work in Teams?
• Barriers to Effective Teamwork
• Loss of effort
• Poor problem solving and decision making
• Box 1 Baseball or basketball teams?
• Low creativity
• Baseball or basketball teams?
• What is a Team?
• What do Teams do?
• How can we build Effective Teams?
• Exercise 2 Measuring the effectiveness of your team’s performance
• Conclusions
• Case Study
• Key Revision Points
• Further Reading
• Web Resources
• Part 2 Developing Teams
• 3 Creating Teams
• Key Learning Points
• Personality and Ability
• Box 2 Belbin’s team role theory
• Teamwork Skills
• Social skills
• Knowledge, skills and attitudes (KSAs) for teamwork
• Table 2 Stevens and Campion’s Knowledge, Skills and Abilities for team working.
• Exercise 3 Knowledge, skills and attitudes for teamwork
• Diversity of Team Members
• Functional diversity
• Personality diversity
• Demographic diversity
• Benefiting from Team Diversity
• Implications of Diversity
• Key Revision Points
• Further Reading
• Web Resources
• 4 Leading Teams
• Key Learning Points
• The Three Team Leadership Tasks
• Box 3 Team leadership differs from traditional leadership
• The Three Elements of Leading Teams
• Leading the team
• Box 4 The essence of effective leadership
• Managing the team
• Box 5 The fallacies and wisdom of team leadership
• Box 6 Favouritism
• Coaching the team
• Recognizing and revealing feelings.
• Giving feedback.
• Agreeing goals.
• Box 7 Team leadership functions (adapted from Zaccaro, Heinen and Shuffler, 2009).
• Tripwires for Team Leaders
• Developing Team Leadership Skills
• Box 8 Emotional intelligence (EI): Developing self-awareness
• Transformational team leadership
• Box 9 Fitting leadership style to the situation
• Self-managing or Shared Leadership Work Teams
• Key Revision Points
• Further Reading
• Web Resources
• 5 Team Training
• Key Learning Points
• The Stages of Team Development
• Types of Team Training Interventions
• Team start-up
• Regular formal reviews
• Box 10 Dealing with a known problem
• Addressing known task-related problems
• Identifying what the problems are
• Crew Resource Management (CRM) Training
• Social process interventions
• Exercise 3 Satisfaction with team social processes
• Exercise 4 Role negotiation exercise
• Role clarification and negotiation
• Conclusions
• Key Revision Points
• Further Reading
• Web Resources
• Part 3 Team Working
• 6 Setting Team Direction
• Key Learning Points
• Team Objectives
• The Elements of Team Vision
• Strategy for Teams
• Domains
• Vehicles
• Differentiators
• Economic logic
• Sequences and stages
• Key Revision Points
• Further Reading
• Web Resources
• 7 Team Playing
• Key Learning Points
• Interaction
• Case Study
• Chairing meetings
• Box 11 Ground rules for team meetings
• Information Sharing
• Case Study
• Influencing and Decision Making
• Exercise 5 Information sharing in the team
• The stepladder technique for decision making
• Exercise 6 A short form of the stepladder technique for decision making
• Creating Safety in Teams
• Box 12 Creating an atmosphere of trust, support and safety
• Key Revision Points
• Further Reading
• Web Resources
• 8 Team Quality Management
• Key Learning Points
• Groupthink
• Team Pressures to Conform
• Obedience to Authority
• Team Defence Mechanisms
• Box 13 Overcoming defensive routines
• Commitment to Quality
• Task Focus/Constructive Controversy
• Table 3 Constructive controversy.
• Encouraging Constructive Controversy in Teams
• Devil’s advocacy
• Negative brainstorming
• Stakeholder analysis
• Box 14 Stakeholder analysis in practice
• Minority group influence in teams
• Case Study
• Conclusion
• Box 15 Bringing about change: a minority influence strategy
• Key Revision Points
• Further Reading
• Web Resources
• 9 Creative Team Problem Solving
• Key Learning Points
• Team Innovation
• Figure 1 A model of team innovation.
• Vision/shared objectives
• Participative safety
• Exercise 7 How innovative is your team at work?
• Task focus or commitment to excellence
• Support for innovation
• Box 16 The ‘yes, and …’ method
• Creative Problem Solving in Teams
• Stage 1 – Exploration
• Stage 2 – Ideation
• Stage 3 – Selection
• Stage 4 – Implementation
• Techniques for Promoting Creativity within a Team
• Creativity and innovation techniques
• Technique 1 – classical brainstorming
• Technique 2 – brainwriting pool
• Technique 3 – negative brainstorming
• Technique 4 – goal orientation
• Technique 5 – table of elements
• Table 4 Table of elements: A novel social event.
• Technique 6 – stakeholder analysis
• Using Creativity Techniques in Team Meetings
• Other Influences on Team Innovation
• Box 17 Fostering team creativity and innovation
• Exercise 8 How innovative are you at work?
• Key Revision Points
• Further Reading
• Web Resources
• 10 Team Support
• Key Learning Points
• The Emotional Life of Teams
• Box 18 Team leader–member exchange
• Figure 2 The social dimensions of team working. All these factors contribute to team viability and team member mental health.
• Social Support
• Emotional support
• Case Example
• Informational support
• Case Example
• Instrumental support
• Case Examples
• Appraisal support
• Case Example
• Support for Team Member Growth and Development
• Skill development
• Job enrichment
• Exercise 9 A team exercise to promote job enrichment
• Balance between Home and Work Life
• Social Climate
• Case Example
• Conclusions
• Key Revision Points
• Further Reading
• Web Resources
• 11 Conflict in Teams
• Key Learning Points
• Team Conflicts
• Types of Team Conflict
• Resolving Team Conflicts
• Organizational Causes of Conflict
• Case Study
• Interpersonal Conflicts
• Managing interpersonal conflicts
• Difficult Team Members
• Case Example
• Key Revision Points
• Further Reading
• Web Resources
• Part 4 Teams in Organizations
• 12 Teams in Organizations
• Key Learning Points
• Introducing Team-based Working (TBW)
• Figure 3 The six-stage process of introducing team-based working (TBW).
• Stage 1 Deciding on team-based working (TBW)
• Stage 2 Developing support systems
• Stage 3 Team leader and team member selection
• Stage 4 Developing effective teams
• Stage 5 Reviewing and sustaining team effectiveness
• Stage 6 Reviewing team-based working
• The Relationship between Teams and their Organizations
• What do Teams need from their Organizations?
• Targets
• Resources
• Information
• Education
• Feedback
• Technical and process assistance
• The Role of Human Resource Management (HRM)
• Box 19 Developing team reward systems
• What do Organizations require from Teams?
• Bridging across Teams
• Box 20 The Robber’s Cave studies
• Conclusions
• Key Revision Points
• Further Reading
• Web Resources
• 13 Virtual Team Working
• Key Learning Points
• Case Study
• Case Study
• What is Virtual Team Working?
• Advantages and Disadvantages of Virtual Teams
• Table 5 Advantages and disadvantages of virtual teams (adapted from Hertel, Geister and Konradt, 2005).
• How to Develop Effective Virtual Team Working
• Inputs
• Processes
• Other factors include:
• Lifecycle of Virtual Teams
• Conclusion
• Key Revision Points
• Further Reading
• Web Resources
• 14 Top Management Teams
• Key Learning Points
• Task Design
• Team Effort and Skills
• Organizational Supports
• Figure 4 Organizational supports for top teams.
• Case Study
• Top Management Team Processes
• Case Study
• Top Team Participation
• Corporate Social Responsibility
• Case Study
• Top Team Meetings
• Conflict
• CEO Leadership
• Conclusions
• Key Revision Points
• Further Reading
• Web Resources
• Back Matter
• References
• Author Index
• Subject Index