The New Why Teams Don't Work: What Goes Wrong and How to Make It Right

by Harvey Robbins, Michael Finley

Overview

The move to teams has largely failed, say Harvey Robbins and Michael Finley, mainly because teams themselves are failing to think through the human implications of teaming. The New Why Teams Don't Work is a handbook for team members and team leaders to maintain the highest possible level of team intelligence-the skills, attitudes, and emotional flexibility to get the most out of a team's inherent differences. Describing what teams are really like, not how they ought to be, the book teaches people how to work together to make decisions, stay in budget, and achieve team goals. Robbins and Finley show, for instance, how to get hidden agendas on the table, clarify individual roles, learn what team members expect and want from each other, choose the right decision-making process, and much more. Updated throughout, the book includes completely new material on team intelligence, team technology, collaboration vs. teamwork, team balance, teams at the top, the team of one, plus all new and updated examples.

Product Details

ISBN-13:	9781609943691
Publisher:	Berrett-Koehler Publishers, Inc.
Publication date:	09/01/2000
Series:	0
Sold by:	Barnes & Noble
Format:	eBook
Pages:	288
File size:	727 KB

About the Author

A practicing psychologist, business consultant, trainer, and author specializing in teams and organizational behavior with clients.

MICHAEL FINLEY is a business columnist for the "St. Paul Pioneer Press" and Knight-Ridder newspapers.

MICHAEL FINLEY is a business columnist for the "St. Paul Pioneer Press" and Knight-Ridder newspapers.

Table of Contents

Chapter 1: The Team Ideal
Chapter 2: Team Instinct
Chapter 3: Individual Needs vs. Team Needs
Chapter 4: Teamwork vs. Socialwork
Chapter 5: Misplaced Goals, Confused Objectives
Chapter 6: Bad Decision Making
Chapter 7: Uncertain Boundaries
Chapter 8: Unresolved Roles
Chapter 9: The Wrong Policies and Procedures
Chapter 10: The People Problem
Chapter 11: Dealing with Difficult People
Chapter 12: Leadership Failure
Chapter 13: Faulty Vision
Chapter 14: Toxic Teaming Atmosphere
Chapter 15: Competitive Hazards
Chapter 16: Communication Shortfalls
Chapter 17: Rewards and Recognition
Chapter 18: Trust Hell
Chapter 19: Change Issues
Chapter 20: The Myth of Adventure Learning
Chapter 21: The Myth that Sport Teams and Work Teams Are Similar
Chapter 22: The Myth of Personality Type
Chapter 23: Myths of Team Leadership
Chapter 24: The Myth that People Like Working Together
Chapter 25: The Myth that Teamwork Is More Productive than Individual Work
Chapter 26: The Myth of The More, the Merrier on Teams
Chapter 27: The Myth that Teams Must Somehow Have More than One Team Member to be a Team
Chapter 28: The Myth that Teams Work Everywhere
Chapter 29: Moving Teams through Stages toward Success
Chapter 30: Teams and Technology
Chapter 31: Long-Term Team Health
Epilogue: Toward Team Intelligence

Editorial Reviews

In The New Why Teams Don't Work: What Goes Wrong And How To Make It Right, Harvey Robbins and Michael Finley effectively collaborate to explain how to work with others to make decisions, stay in budget, and achieve team goals. They also reveal how to get hidden agendas on the table, clarify individual roles, learn what team members expect and want form each other, and to choose the right decision-making process for the task at hand. This updated and revised edition of The New Why Teams Don't Work features a new section on team leadership which explores the necessary qualities and skills a leader must have; new concepts for addressing team problems such a boundary management; an ind depth examination of "team of one" mentality and how to eliminate it; an expanded definition of teams that sees teams and their problems everywhere; the myths of teams and why a sports team is a fitting metaphor or template for like a business team. The New Why Teams Don't Work is very highly recommended and informative reading for anyone charged with the responsibility of team leadership, membership, or management.