Developing and Enhancing Teamwork in Organizations ebook
329,99 zł
- Wydawca: John Wiley & Sons
- Kategoria: Biznes, rozwój, prawo
- Język: angielski
- Rok wydania: 2013
Praise for Developing and Enhancing Teamwork inOrganizations "Few questions are more vital and important than teamwork, in anincreasingly interdependent and connected world. This volume is aunique and essential reference for managers, scholars and anyoneinterested in enhancing team performance. The combination of vividreal-world examples with thoughtful evidence-based frameworks willmake a lasting contribution to the study and practice of team-basedmanagement." --John Boudreau, Professor of Management andOrganization, USC Marshall School of Business "Excellent practice insights from leading practitioners andacademics. A valuable contribution to our knowledge concerning howto create and manage teams." --Ed Lawler, Director of Center for EffectiveOrganizations
Ebooka przeczytasz w aplikacjach Legimi na:
Liczba stron: 1063
Podobne
Table of Contents
Cover
The Professional Practice Series
Published by Jossey-Bass
Published by Guilford Press
Editor
Dedication
Title
Copyright
Foreword
The Editors
The Contributors
Essay 1
Essay 2
Essay 3
Essay 4
Essay 5
Essay 6
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Chapter 10
Chapter 11
Chapter 12
Chapter 13
Chapter 14
Chapter 15
Chapter 16
Chapter 17
Chapter 18
Chapter 19
Chapter 20
Part One: Why Teamwork Matters in Organizations
ESSAY ONE: Teamwork in Financial Institutions—Does It Really Matter?
ESSAY TWO: Do Teams’ Leaders Really Matter?
ESSAY THREE: Teamwork Matters
ESSAY FOUR: Making a Difference with Health Care Teams
Health Care Teams Explored
ESSAY FIVE: Developing Leaders on Any Team
ESSAY SIX: Teamwork and Spaceflight—An Evolving Relationship
Part Two: The Organization and Its Influence
CHAPTER ONE: Silent Killers of Team Performance: How Honest, Collective, and Public Conversations Can Overcome Them
Silent Barriers to Team Performance
Overcoming Silent Barriers to Team Performance
CHAPTER TWO: How Organizational Process Maturity Improved Software Team Performance
The Impact of Individual Differences
Dissecting a Software Design Team
Measuring Software Team Performance
Early Team Methods to Improve Productivity and Quality
The Process Maturity Framework
The Capability Maturity Model
Adopting the CMM to Workforce Development
The Team Software Process
Teams in the Context of Software Organizations
Conclusion
CHAPTER THREE: Leading a Team to a Major Technological Development
Leading a Team to a Major Technological Development
Background
Definition of the Problem and a Conceptual Solution
Development and Communication of Policies and Strategies
Vision Statement
Goals and Change Plan
Stakeholder Involvement and Management
Governance
Staffing, Training, and Professional Development
Implementation and Measurement of Success
Keeping Staff Inspired and Motivated
Part Three: The Team Leaders
CHAPTER FOUR: Building Great Leadership Teams for Complex Problems
Leadership Teams
Tripwire 1: What Is the Purpose of This Leadership Team?
Obstacles to Clarity of Purpose
Condition 1: Create a Compelling and Clear Purpose for the Team
Tripwire 2: The Wrong People Are Convening
Condition 2: Convene the Right People
Tripwire 3: Meetings Are a Waste of Time
Condition 3: Create an Enabling Structure for the Team
Conclusion
CHAPTER FIVE: Developing High-Impact Teams to Lead Strategic Change
Leadership of High-Impact Teams
The Nature of Strategic Change
Challenges Teams Experience in Leading Strategic Change
Enhancing the Team's Ability to Lead Strategic Change: Tools for Leaders and Practitioners
Conclusion
CHAPTER SIX: Leading Executive Teams: The Good, the Bad, and the Ugly
Leaders Must Recognize That Executive Teams Are Different
Executive Teams Need Care and Feeding
Leaders Must Do Their Work Through Executive Teams
Leaders Must Know Themselves First
Leaders and Executive Teams Must Develop a Shared Understanding About the Culture
Leaders Must Be Clear on Who Is on the Executive Team
Define the Role of the Executive Team
Operational Responsibilities of the Executive Team Must Be Clear
Leaders Must Focus on Developing Trust Among Executive Team Members
Leaders Must Expect Executive Team Conflict, But All Conflict Is Not Equal
Executive Teams Must Be Provided Proper Rewards and Recognition
Leaders Must Deal with Good, Bad, and Ugly Executive Team Members
Leaders Must Recognize That Location, Location, Location Matters with Executive Teams
Conclusion
CHAPTER SEVEN: Leading from the Helm: Lessons from America's Cup Sailing Teams
Defining Team Leadership
Team Leadership in Context: Sailing Teams
Setting: Leadership in the America's Cup
Team Lessons
America's Cup Team Vignettes
Lessons Forward
Part Four: The Organizational Context
CHAPTER EIGHT: Virtual Teams: The How To's of Making “Being Virtually There” Successful
Introduction
Striving for Success
Review of Team Processes, Virtual and Otherwise
Challenges to Virtual Teamwork
Using Team Processes to Overcome Challenges
Virtual Teamwork Issues for Tomorrow
Conclusion
CHAPTER NINE: Trust and Conflict at a Distance: How Can I Improve Relational Outcomes in Distributed Work Groups?
How Can I Improve the Way My Distributed Group Works Together?
Basic Principle: Social Information
Mechanisms That Affect Social Information in Distributed Groups
Examples and Evidence from Practice
Myths and Misconceptions
Conclusion
CHAPTER TEN: Teamwork Improvement in Health Care: A Decade of Lessons Learned Every Organization Should Know
Introduction
Background
The Evidence Base for TeamSTEPPS
TeamSTEPPS Today, a Systems Solution: Lessons Learned About Drivers of Success
Success Factors Applied Before Training Delivery
Success Factors Applied After Training Delivery
Implications for the Future of Health Care Team Training
Conclusion
CHAPTER ELEVEN: Why Teamwork Matters: Enabling Health Care Team Effectiveness for the Delivery of High-Quality Patient Care
The Context and Characteristics of Health Care Teams
The Science of Health Care Teams
Outcomes in Health Care Teams
Team Processes for Ensuring Health Care Team Performance
Practical Measures of Health Care Team Effectiveness
Recommendations for Improving Health Care Team Effectiveness
Future Challenges for Health Care Team Research
Conclusion
CHAPTER TWELVE: Rethinking Team Diversity Management: Evidence-Based Strategies for Coping with Diversity Threats
Introduction
The Theory of Faultlines
The Management of Faultlines
Structural Level Managerial Strategies
Relational Level Managerial Strategies
Final Considerations and Conclusion
CHAPTER THIRTEEN: High Performance in Temporally Separated Team Work
Introduction
The Role of Team Coordination
Global Boundary Complexity
Temporal Separation Complexity
Time Zone Coordination Tactics
Temporal Distance and Calendar Efficiencies
Temporal vs. Spatial Distance
Dyad-Level Findings
Team Level Findings
The Role of Interaction Synchronicity
Concluding Remarks
Part Five: The Assessments, Applications, and Interventions for Teams
CHAPTER FOURTEEN: Designing, Delivering, and Evaluating Team Training in Organizations: Principles That Work
Teamwork and Team Training
Principles for Team Training
Conclusion
CHAPTER FIFTEEN: Conducting Team Debriefings That Work: Lessons from Research and Practice
What Is a Debriefing and Why Should We Care?
When Can Debriefings Be Conducted and Who Can Use Them?
What Are the Most Common Debriefing Pitfalls and Obstacles to Success?
Lessons Learned: Levers and Tips to Promote Effective Team Debriefings
What Does the Future Hold for Debriefing?
CHAPTER SIXTEEN: Achieving Optimal Team Composition for Success
Introduction
Types of Team Composition Decisions
Models of Team Composition
Team Composition Decision Constraints
A Recommended Approach for Practitioners
Additional Considerations for Research and Application
CHAPTER SEVENTEEN: How, When, and Why You Should Measure Team Performance
Why Measure Team Performance?
What Should Be Measured?
How Should Team Performance Be Measured?
When Should Team Performance Be Measured?
Directions for Future Research
CHAPTER EIGHTEEN: Team Time Management: Psychological Insights for Timely Project Performance
Temporal Synchronization in Collaborative Action
The Role of Shared Temporal Cognitions
Threats to Shared Temporal Cognitions
Action Regulation Toward Meeting Deadlines
A Dynamic Model of Team Time Management
Closing Comments
CHAPTER NINETEEN: Five Simple Processes That Improve High-Risk Team Effectiveness
Introduction
High-Risk Team Specifics
Five Simple (But Not Simplified) Team Processes
Maintaining Situation Awareness
Talking to the Room
Explicit Reasoning
Speaking Up
Closed-Loop Communication
Outlook
Part Six: Summary
CHAPTER TWENTY: Enhancing the Practice of Teamwork in Organizations: Emerging Themes
1. Clearly, Teamwork Does Matter in Organizations!
2. Break Down Barriers to Intra- and Inter-Team Coordination
3. Composition Variables Influence the Management of Teams
4. Organizational Conditions Drive Team Performance
5. The Nature of Teamwork Is Changing to Include Virtual Distributed Teams and Teams of Teams
6. Team Training Works, But Must Be Scientifically Grounded and Systematically Designed, Delivered, Implemented, and Evaluated
7. Teams Are Adaptable Social Entities
8. Leadership Matters!
9. Engage Team Members with a Shared Vision, Clear Mission, and Compelling Purpose
10. There's Still a Lot to Learn About Teamwork
Name Index
Subject Index
End User License Agreement
Guide
Cover
Table of Contents
Begin Reading
List of Illustrations
CHAPTER ONE: Silent Killers of Team Performance: How Honest, Collective, and Public Conversations Can Overcome Them
Figure 1.1. The Silent Killer Syndrome: Barriers to Team Performance
Figure 1.2. The Strategic Fitness Process: Iterating Between Advocacy and Inquiry
Figure 1.3. Steps in the Strategic Fitness Process
CHAPTER TWO: How Organizational Process Maturity Improved Software Team Performance
Figure 2.1. Percentage of Agreement During Team Design Meetings
Figure 2.2. A Model of Factors Affecting Software Team Performance
CHAPTER FOUR: Building Great Leadership Teams for Complex Problems
Figure 4.1. Leadership Team Purposes Lack Clarity
Figure 4.2. Outstanding Leadership Teams Have Enabling Structures
CHAPTER FIVE: Developing High-Impact Teams to Lead Strategic Change
Figure 5.1. Views of Teams and Team Leadership
Figure 5.2. Example of a Challenge Chain
Figure 5.3. High-Performing and Low-Performing Team Information Flow
Figure 5.4. Creating a High-Impact Team for Business Development
Figure 5.5. Boundary-Spanning Strategies and Practices for High-Impact Teams
CHAPTER TEN: Teamwork Improvement in Health Care: A Decade of Lessons Learned Every Organization Should Know
Figure 10.1. The TeamSTEPPS
®
Instructional Framework
Figure 10.2. The TeamSTEPPS
®
Phased Approach
CHAPTER TWELVE: Rethinking Team Diversity Management: Evidence-Based Strategies for Coping with Diversity Threats
Figure 12.1. Faultline-Performance Framework
CHAPTER FOURTEEN: Designing, Delivering, and Evaluating Team Training in Organizations: Principles That Work
Figure 14.1. A Temporal Display of the Principles of Team Training
CHAPTER FIFTEEN: Conducting Team Debriefings That Work: Lessons from Research and Practice
Figure 15.1. Alternative Types of Debriefings—Application to Same Team
Figure 15.2. Alternative Types of Debriefings—Application to Different Team
Figure 15.3. How Debriefing Works: Proposed Framework
CHAPTER EIGHTEEN: Team Time Management: Psychological Insights for Timely Project Performance
Figure 18.1. A Dynamic Model of Team Time Management
CHAPTER NINETEEN: Five Simple Processes That Improve High-Risk Team Effectiveness
Figure 19.1. The Five Team Processes Organized Along a Two-Dimensional Taxonomy
List of Tables
CHAPTER 1: What Is a SCADA System?
Table 2.1. Maturity Levels of the Process Maturity Framework
CHAPTER THREE: Leading a Team to a Major Technological Development
Table 3.1. Objectives (Deliverables) and Actions of the Ten Steps in Leading a Team to a Major Change
CHAPTER FOUR: Building Great Leadership Teams for Complex Problems
Table 4.1. Tripwires and Conditions for Great Leadership Teams
CHAPTER FIVE: Developing High-Impact Teams to Lead Strategic Change
Table 5.1 Team Leadership Functions
CHAPTER FIVE: Developing High-Impact Teams to Lead Strategic Change
Table 5.2 The Changing Face of Teams
CHAPTER EIGHT: Virtual Teams: The How To's of Making “Being Virtually There” Successful
Table 8.1. Most Successful Behaviors for Virtual and Traditional Teams
Table 8.2. Most Challenging Behaviors for Virtual and Traditional Teams
Table 8.3. Challenges to Virtual Team Success
Table 8.4. Factors and Questions Leading to Team Success
Table 8.5. Common Process Challenges for Virtual Teams
Table 8.6. Tips for Overcoming Process Challenges to Virtual Teamwork
CHAPTER NINE: Trust and Conflict at a Distance: How Can I Improve Relational Outcomes in Distributed Work Groups?
Table 9.1. Managing Virtual Teams to Promote Trust and Cooperation
CHAPTER TEN: Teamwork Improvement in Health Care: A Decade of Lessons Learned Every Organization Should Know
Table 10.1. TeamSTEPPS
®
Competencies, Skills, and Related Tools
Table 10.2. Tips for Creating a Successful Organizational Climate for Team Training
CHAPTER TWELVE: Rethinking Team Diversity Management: Evidence-Based Strategies for Coping with Diversity Threats
Table 12.1. Team A Composition
Table 12.2. Team Constellation with Varying Degrees of Diversity and Faultline Strength
Table 12.3. Intervention Strategies for Faultline Stages
CHAPTER THIRTEEN: High Performance in Temporally Separated Team Work
Table 13.1. Summary of Main Constructs
CHAPTER FOURTEEN: Designing, Delivering, and Evaluating Team Training in Organizations: Principles That Work
Table 14.1. Checklist for Team Training—Before
Table 14.2. Pros and Cons of Delivery Methods of Team Training
Table 14.3. Checklist for Team Training—During
Table 14.4. Checklist for Team Training—After
CHAPTER FIFTEEN: Conducting Team Debriefings That Work: Lessons from Research and Practice
Table 15.1. Six Types of Team Debriefings
Table 15.2. Desired Improvements/Outcomes from Debriefings
CHAPTER SIXTEEN: Achieving Optimal Team Composition for Success
Table 16.1. Types of Team Composition Decisions
Table 16.2. Four Models of Team Composition Effectiveness
Table 16.3. Constraints on Team Composition Decisions
Table 16.4. Recommendations for Application
CHAPTER SEVENTEEN: How, When, and Why You Should Measure Team Performance
Table 17.1. Team Process Performance
CHAPTER NINETEEN: Five Simple Processes That Improve High-Risk Team Effectiveness
Table 19.1. Five Team Processes, Examples for Behavioral Markers, and Practical Recommendations
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The Professional Practice Series
The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives, and those interested in organizational behavior and performance with volumes that are insightful, current, informative, and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice:
Focus on practice, but grounded in science
Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice
Showcase the application of industrial and organizational psychology to solve problems
Document and demonstrate best industrial and organizational-based practices
Stimulate research needed to guide future organizational practice
The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology to solve human-related organizational problems.
Previous Professional Practice Series volumes include:
Published by Jossey-Bass
Advancing Executive Coaching: Setting the Course for Successful Leadership CoachingGina Hernez-Broom, Lisa A. Boyce, Editors
Technology-Enhanced Assessment of TalentNancy T. Tippins, Seymour Adler, Editors
Going Global: Practical Applications and Recommendations for HR and OD Professionals in the Global WorkplaceKyle Lundby with Jeffrey Jolton
Strategy-Driven Talent Management: A Leadership ImperativeRob Silzer, Ben E. Dowell, Editors
Performance Management: Putting Research into PracticeJames W. Smither, Manuel London, Editors
Alternative Validation Strategies: Developing New and Leveraging Existing Validity EvidenceS. Morton McPhail
Getting Action from Organizational Surveys: New Concepts, Technologies, and ApplicationsAllen I. Kraut
Customer Service DeliveryLawrence Fogli, Editor
Employment Discrimination LitigationFrank J. Landy, Editor
The Brave New World of eHRHal G. Gueutal, Dianna L. Stone, Editors
Improving Learning Transfer in OrganizationsElwood F. Holton III, Timothy T. Baldwin, Editors
Resizing the OrganizationKenneth P. De Meuse, Mitchell Lee Marks, Editors
Implementing Organizational InterventionsJerry W. Hedge, Elaine D. Pulakos, Editors
Organization DevelopmentJanine Waclawski, Allan H. Church, Editors
Creating, Implementing, and Managing Effective Training and DevelopmentKurt Kraiger, Editor
The 21st Century Executive: Innovative Practices for Building Leadership at the TopRob Silzer, Editor
Managing Selection in Changing OrganizationsJerard F. Kehoe, Editor
Evolving Practices in Human Resource ManagementAllen I. Kraut, Abraham K. Korman, Editors
Individual Psychological Assessment: Predicting Behavior in Organizational SettingsRichard Jeanneret, Rob Silzer, Editors
Performance AppraisalJames W. Smither, Editor
Organizational SurveysAllen I. Kraut, Editor
Employees, Careers, and Job CreatingManuel London, Editor
Managing Human Resources for Environmental SustainabilitySusan E. Jackson, Deniz S. Ones, Stephan Dilchert, Editors
Published by Guilford Press
Diagnosis for Organizational ChangeAnn Howard and Associates
Human Dilemmas in Work OrganizationsAbraham K. Korman and Associates
Diversity in the WorkplaceSusan E. Jackson and Associates
Working with Organizations and Their PeopleDouglas W. Bray and Associates
The Professional Practice Series
SERIES EDITOR
Allen I. Kraut Baruch College, CUNY/Kraut Associates, USA
EDITORIAL BOARD
Seymour AdlerAon Consulting, USA
Neil R. AndersonBrunel University, United Kingdom
Neal M. AshkanasyUniversity of Queensland, Australia
C. Harry HuiUniversity of Hong Kong, China
Elizabeth B. KolmstetterDirector of National Intelligence, USA
Kyle LundbyCEB Valtera, USA
William H. MaceyCEB Valtera, USA
Lise M. SaariBaruch College, CUNY/New York University, USA
Handan SinangilMarmara University, Turkey
Nancy T. TippinsCEB Valtera, USA
Michael A. WestLancaster University, United Kingdom
This volume is dedicated to the life and work of Richard Hackman (1940–2013), who's theories, thinking, research and approach to understanding team effectiveness inspired, guided and motivated all of us …
Developing and Enhancing Teamwork in Organizations
Evidence-Based Best Practices and Guidelines
Eduardo Salas
Scott I. Tannenbaum
Debra J. Cohen
Gary Latham
Cohen photo courtesy of Society of Human Resource Management
Cover design: Wiley
Copyright © 2013 by John Wiley & Sons, Inc. All Rights Reserved.
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Library of Congress Cataloging-in-Publication Data
Developing and enhancing teamwork in organizations: evidence-based best practices and guidelines / Eduardo Salas, Scott I. Tannenbaum, Debra Cohen, Gary Latham, editors.
pages cm. – (The professional practice series)
Includes index.
ISBN 978-1-118-14589-0 (cloth); ISBN 978-1-118-62716-7 (ebk.);
ISBN 978-1-118-42095-9 (ebk.); ISBN 978-1-118-41922-9 (ebk.)
1. Teams in the workplace. I. Salas, Eduardo.
HD66.D4727 2013
658.4'022–dc23
2013008456
Foreword
This latest volume in the SIOP Professional Practice Series was sparked and inspired by a Leading Edge Conference sponsored by the Society for Industrial and Organizational Psychology held in the fall of 2010. That conference was designed to bring together leading-edge practitioners and academics to exchange views and knowledge about effective teams and help lead to better practice in that area.
Gary Latham chaired that Leading Edge Conference, in his final role as president of SIOP. The conference theme he chose was work teams. The co-chairs of the conference were Scott Tannenbaum, who brought together leading scientists on work teams, and Debra Cohen, who brought together leading practitioners. Eduardo Salas, who was SIOP president-elect, represents both aspects, as he is a scientist-practitioner on work teams and hence was selected as the primary editor of this book.
Using the best results from the conference, Eduardo Salas and his colleagues, who were all involved in key roles for that conference, employed the presentations and concepts as a framework to bring the contents of this volume to us. After reflecting on the conference's presentations and experience, all of the content in this book was updated and new material was added beyond that covered in the conference itself.
As one can see in the table of contents, the settings and outcomes of team performance described in this book cover a wide range of activities and industries. We learn about teamwork in the NASA organization supporting astronauts, superior performance in football, and also in the military and industry. We are also treated to some fascinating chapters concerning health care organizations and their delivery of vital services.
The range of contributors to this volume includes about one-quarter from outside of the United States, reflecting the global importance of this topic and the wealth of experience available around the world. The editors are to be commended for honoring and sharing this broad set of viewpoints.
The wide range of contributors' work settings and experiences also adds to the value of this book. The contributors include internal and external consultants, highly regarded academics and professors, as well as the full-time staff of many of these organizations.
It is fascinating to read about the range of challenges that face teams in today's organizations. Many are made up of a diverse set of team members, varying in experience, education and training, and other personal characteristics. Many teams include people who are not in the same room together, are geographically dispersed, and often connected only by electronic media. Welcome to the new world of work!
The problems and settings in which we see teams playing a vital part include several high-risk enterprises, such as military and high-technology units. Others require complex problem-solving skills in environments of great uncertainty and political sensitivity. In such situations, no single person can accomplish the work required. Only teams will be able to do what needs to be done, but only effective teams will suffice. Fortunately, this book helps us understand what must be done to make such teams effective.
It is particularly refreshing to see this volume focus on what we know will work to develop and enhance team performance in organizations. The contributors are dedicated and consistent in offering evidence-based practices. In other words, they use research to support the many specifics offered here for good team performance and ways to enhance teamwork. The presentations in this volume are extremely helpful to the serious researcher or practitioner attempting to improve team performance.
Our field owes thanks to the editors of this book for bringing it all together. Debra Cohen, Gary Latham, Eduardo Salas, and Scott Tannenbaum are well-respected and esteemed scholars and practitioners on the topic of effective teams. This volume demonstrates why they are so highly regarded. Their efforts and those of the chapter contributors certainly enrich our understanding of effective work teams.
ALLEN I. KRAUT, Series Editor
Rye, New YorkJanuary 1, 2013
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