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• Title page
• Copyright page
• Contents
• About the Online Assessments
• Dedication
• Introduction
• Part One: The Four Cs of Team Development
• 1: The Search for the High-Performing Team
• Determinants of High-Performing Teams: The Four Cs
• Context for the Team
• Composition of the Team
• Competencies of the Team
• Change Management Skills of the Team
• What Happened to John Smith?
• 2: Context
• The Context Problem: Why Teamwork Often Doesn’t Work
• The Importance of Context
• How Important Is Effective Teamwork to Accomplishing This Particular Task?
• What Type of Team Is Needed?
• Does the Organization’s Context of Culture, Structure, and Systems Support Teamwork?
• 3: Composition
• Team Composition and Performance
• Team Size
• Effective Team Context and Composition: The Case of Bain & Company
• Cultural Characteristics: A Team Orientation
• Promoting Team Leadership Skills
• Team Process Emphasizing Interdependency and Productivity
• Team Dynamics and Structure: Lean, Flat Teams with High Responsibility
• Attention to Team Chemistry
• High Priority on Personal Development
• Monthly Measurement of Team Satisfaction and Performance
• Assessing Context and Composition
• Creating the Context and Composition for Team Performance
• Provide Clear Top Management Support for Team Development
• Create Organizational Rewards to Support Teamwork
• Make Time Available for Team Development
• Regularly Assess Whether the Organization’s Culture, Structure, and Systems Support Teamwork
• Develop a Systematic Process for Making Team Assignments
• 4: Competencies
• Developing the Competencies of High-Performing Teams
• The Shift from Management to Team Leadership
• Team Leader as Educator
• Sharing Power
• Sharing Leadership
• Developing the Competencies of an Effective Team
• Developing Team Guidelines and Metrics
• Developing Team Competencies
• Team Leader as Coach
• Team Leader as Facilitator
• Measurement of Team Competencies
• Creating a High-Performing Team at the Wilson Corporation
• 5: Change
• Common Problems Found in Teams
• Differences Between Team Members and the Team Leader
• Differences Among Team Members
• Team Building as a Process
• Use of an Outside Facilitator or Consultant
• The Roles of Manager and Consultant
• The Team-Building Cycle
• Problem Identification
• Data Gathering
• Diagnosis and Analysis of Data
• Action Planning
• Implementation and Evaluation
• 6: Bringing the Four Cs Together
• Preparation
• Goals
• Alternative Actions
• Creating an Open Climate for Data Gathering
• Goals
• Alternative Approaches to Data Gathering
• Group Data Analysis and Problem Solving
• Goals
• Alternatives for Data Analysis
• Problem-Solving Process
• The Appreciative Inquiry Approach to Team Building
• Using Feedback to Improve Team Performance
• Goals
• Types of Feedback
• Action Planning
• Goals
• Options for Action Planning
• Implementation, Evaluation, and Follow-up
• Follow-up Team Sessions
• Part Two: Solving Specific Problems Through Team Building
• 7: Managing Conflict in the Team
• Expectation Theory of Conflict
• Negotiating Agreements
• Helping Teams in Conflict or Confusion: The Role Clarification Exercise
• Planning
• Meeting Design
• Role Clarification
• The Start-Stop-Continue Exercise
• The Manager as the Center of Conflict
• Diversity as the Source of Conflict
• The Problem Member
• 8: Overcoming Unhealthy Agreement
• Unhealthy Agreement
• Symptoms of the Problem
• Symptoms More Easily Observable to Outsiders
• Symptoms More Easily Observable to Insiders
• Team Building Around the Crisis of Agreement
• Format Possibilities for Agreement-Management Team-Building Sessions
• Data Collection by a Consultant
• Data Collection by Members of the Team
• Sharing the Theory and Taking Action
• 9: Reducing Conflict Between Teams
• Diagnosing the Problem
• Designing the Solution
• Choosing an Appropriate Model
• Follow-Up
• Case Studies of Interteam Conflict Resolution
• Case One: ElectriGov
• Case Two: ExactCorp
• 10: Leading Innovative Teams
• Who Are You as a Leader?
• Develop Your Discovery Skills
• Create a Safe Space for Others to Innovate
• Build a Team with Complementary Skills and Expertise
• Complementary Innovation and Execution Skills
• Complementary Human, Technical, and Business Expertise
• Use Team Processes That Encourage Innovation
• Process 1: Questioning
• Process 2: Observing
• Process 3: Networking
• Process 4: Brainstorming Solutions and Associating: The Deep Dive
• Process 5: Prototyping (Experimenting)
• Part Three: Team Building in Different Types of Teams
• 11: Managing the Temporary Team
• Preliminary Conditions for Temporary Teams
• Design for a Temporary Team
• Step 1: Developing a Realistic Priority Level
• Step 2: Sharing Expectations
• Step 3: Clarifying Goals
• Step 4: Formulating Operating Guidelines
• 12: Creating Effective Cross-Cultural Teams
• What Is Culture?
• Cultural Artifacts
• Cultural Norms
• Cultural Values
• Shared Assumptions
• Using the Four Cs in Cross-Cultural Teams
• Context
• Composition
• Competencies
• Change
• How to Manage Violated Expectations in Cross-Cultural Teams
• 13: High-Performing Virtual Teams
• How Virtual Teams Differ from Traditional Teams
• Common Problems in Virtual Teams
• Lack of Training and Effective Use of Communication Technologies
• Lack of Effective Team Leadership
• Team Building in Virtual Teams
• 14: Managing Interorganizational Alliance Teams
• How Alliance Teams Differ from Internal Teams
• Organization Culture Clashes
• Lack of Trust
• Shared Decision Making
• Team Size and Expertise Duplication
• Managing Alliance Teams: Lessons from Eli Lilly and Company
• Cultural Assessment: The Due Diligence Team
• Strategic Futures Exercise
• Strategic Decision-Making Template
• Communication and Work Planning Documents
• Keeping the Alliance Team on Track: Annual Health Check
• Part Four: The Challenge of Team Building for the Future
• 15: Challenges for Building Effective Teams
• Implementing the Four Cs: The Key to Success
• Challenges Facing Organizations of the Future
• Finding and Developing Employees with Team Skills
• Teams Without Clear Boundaries
• Globalization and Teamwork
• Conclusion
• Notes
• The Authors
• Index