Consider the de facto meetings you regularly attend as well as the less formal assemblies that take place in your life. How could the Team Performance Curve outlined on page 90 enhance the outcome of your various meetings, from a staff meeting at work to a parent-teacher conference at your child's school? Consider the various tasks you need to accomplish each week in all aspects of your life.
How could chapter five's "vital signs," defined on page , enhance and ease the completion of this work? On page , the authors explore the conundrum of effective team leaders, summarizing the essence of the team leader's job as "striking the right balance between providing guidance and giving up control.
Which portion of the spectrum presents more of a challenge for you- -- providing guidance or giving up control?
The authors offer clear ground rules for navigating the special situations often encountered by teams, particularly the process of getting a team unstuck or inspiring a team to rise to new levels of achievement.
Which scenario best describes the status of your current primary team? Create a plan with quantifiable results, of course for facilitating the necessary change within the team.
Page features a quotation admired by Kodak's Steve Fragos and attributed to the Chinese philosopher Lao-Tzu: "When the best leader's work is done, the people say, 'We did it ourselves. Is this philosophy consistent with that of the inspiring top-management leaders you've known throughout your life? Discuss the executive team meeting transcript that begins on page How might you have responded to the various issues raised in the meeting? How would you characterize the balance of power and the decision-making process within this team?
Appendix A summarizes the author's counterintuitive findings, while Appendix B illustrates the fact that a flourishing team can be beneficial in a wide variety of contexts- -- from manufacturing to education. Drawing on your community, add your own questions and statements of purpose to these two grids. What answers and results can you infer from The Wisdom of Teams? In the book's epilogue, the authors discuss the incredible power of civic pride in bringing victory to the Killer Bees, a boys' high school basketball team from Bridgehampton, New York.
The anecdote shows that unbridled enthusiasm is indeed the key ingredient that spawns all other attributes of a winning team. Discuss the ways in which the concept of "civic pride" can be adapted to teams in other settings. How can you ensure that this sense of pride becomes an enduring legacy? About the Authors: Jon R.
Katzenbach is a founder of Katzenbach Partners LLC, consultants in the areas of organization, leadership, and workforce performance. Douglas K. Smith is a leading consultant on organization performance and change. Katzenbach and Mr. Posted by: rodriguezsholeake.
Post a Comment. Share this post. Smith This The Wisdom of Teams book is not really ordinary book, you have it then the world is in your. Introduction 2. Building Team Performance 3. Teams versus Working Groups 4. Written by experienced academics and practitioners, The Leadership of Teams incorporates results from specially-commissioned surveys on team-working, organized by Ashridge Business School. Using examples from sport, the military, business and the charity sector, this book shows how the best leaders successfully inspire, support and work with their teams in order to produce peak performance.
Praise for the First Edition of Virtual Teams "If you want to see where organizational communications are going in the future, heed what these pioneers have written today. Katzenbach, author, The Wisdom of Teams "For those who want to lead the movement, catch up with it, or simply know where it is going, this book is packed with useful information and interesting stories.
Hock, founder and chairman emeritus, VISA "Virtual Teams provides valuable insights into global teamwork and management through network technologies now available to all companies, large or small. It's no secret that alternative teams are increasingly recognized as a highly effective means to improve quality and operational efficiency, decentralize authority, and motivate workers at every level of an organization.
Less well understood, and rarely touched upon in the literature, is the fact that cross-functional teams are highly versatile strategic resources and key elements in the design and execution of strategic management initiatives. He explores specific aspects of strategic team management and provides clear, concise recommendations on the design and implementation of team-based strategy. This new classic is an examination of how to refigure project management to be more efficient and effective, particularly in terms of leadership.
Using a case study approach, the author, Alex Laufer presents a specific set of guidelines on how to improve the team approach to any project, be it a new airline jet or an IT project. Inter-Dependent Teams: people working together to achieve a common goal. Extra-Dependent Teams: people learning together to develop a common practice. Extra-Dependent Teams: Realising the Power of Similarity reframes the conventional mental model of teams into two complementary mental models of Extra-Dependent and Inter-Dependent Teams.
People who lead them often feel like they are herding cats. Convention cites them as dysfunctional. They are independent whilst all being the same. The reader will be introduced to the distinctness of Extra-Dependent Teams, their dynamics, how they perform, how they develop and how to lead them.
Inspired by research on communities of practice and social identity, the book delivers an original and pragmatic approach to teams, being packed with examples, case studies, practical guidance and words of warning for managers and others about how to transform their Extra-Dependent Teams from peripheral problems into engines of innovation and growth.
Author : Jon R. Katzenbach,Douglas K. Author : Douglas K. Author : David I. Author : A.
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