An edition of Making the team
(2004)
Making the team
a guide for managers
2nd ed.
by Leigh L. Thompson
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Making the team: a guide for managers
2004, Pearson Prentice Hall
in English
- 2nd ed.
0131416588 9780131416581
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Book Details
Table of Contents
The Basics of Teamwork
Teams in Organizations: Facts and Myths
What Is a Team?
Why Should Organizations Have Teams?
Customer service focus
Competition
Information age
Globalization
Types of Teams in Organizations
Manager-led teams
Self-managing teams
Self-directing teams
Self-governing teams
Some Observations about Teams and Teamwork
Teams are not always the answer
Managers fault the wrong causes for team failure
Managers fail to recognize their team-building responsibilities
Experimenting with failures leads to better teams
Conflict among team members is not always a bad thing
Strong leadership is not always necessary for strong teams
Good teams can still fail under the wrong circumstances
Retreats wil not fix all the conflicts between team members
What Leaders Tell Us about Their Teams
Most common type of team
Team Size
Team Autonomy versus manager control
Team longevity
The most frustrating aspect of teamwork
Developing Your Team-Building Skills
Skill 1: Accurate Diagnosis of Team Problems
Skill 2: Theory-based Intervention
Skill 3: Expert Learning
A Warning
Conclusions
Performance and Productivity: Team Performance Criteria and Threats to Productivity
An Integrated Model of Successful Team Performance
Team Context
Essential conditions for Successful Team Performance
Performance Criteria
The Team Performance Equation
Conclusions
Rewarding Teamwork: Compensation and Performance Appraisals
Types of Team Pay
Incentive Pay
Recognition
Profit Sharing
Gainsharing
Teams and Pay for Performance
Team Performance Appraisal
What is Measured?
Who does the measuring?
Developing a 360-degree Program
Rater Bias
Infation Bias
Extrinsic Incentives Bias
Homgeneity Bias
hao Bias
Fundamental Attribution Error
Communication Medium
Experience Effect
Reciprocity Bias
Bandwagon Bias
Primacy and Recency Bias
Ratee Bias
Egocentric Bias
Intrinsic Interest
Social Comparison
Fairness
Guiding Principles
Principle 1: Goals Should Cover Areas that Team Members Can Directly Affect
Principle 2: Balance the mix of individuals and team-based pay
Principle 3: Consult with the team members who will be affected
Principle 4: Avoid organizational myopia
Principle 5: Determine eligibility (who qualifies for the plan)
Principle 6: Determine Equity Method
Principle 7: Quantify the criteria used to determine payout
Principle 8: Determine how target levels of performance are established and updated
Principle 9: Develop a budget for the plan
Principle 10: Determine Timing of Measurements and Payments
Principle 11: Communicate with those involved
Principle 12: Plan for the future
Conclusions
Internal Dynamics
Building the Team: Tasks, People, and Relationships
Building the Team
The Task: What Work Needs to Be Done?
How much authority does the team have to manage its own work?
What is the focus of the work the team will do?
What is the degree of task interdependence among team members?
Is there a correct solution that can be readily demonstrated and communicated to members?
Are team members' interests perfectly aligned (cooperative), opposing (competitive), or mixed in nature?
How big should the team be?
The People: Who Is Ideally Suited to Do the Work?
Diversity
Relationships: How do team members socialize with each other?
Group Socialization
Role Negotiation
Team Norms: Development and Enforcement
Cohesion: Team Bonding
Trust
Turnover and reorganizations
Conclusions
Sharpening the Team Mind: Communication and collective Intelligence
Team Communication
Message Tuning
Message Distortion
Biased Interpretation
Perspective-taking failures
Transparency Illusion
Indirect Speech Acts
Uneven Communication
Intellectual Bandwidth
The Information Dependence Problem
The common Information Effect
Hidden Profile
Practicexs to Put Into Place
Collective Intelligence
Team Mental Models
The Team Mind: Transactive Memory Systems
Team Longevity: Routinization versus Innovation Trade-Offs
Conclusions
Team Decision Making: Pitfalls and Solutions
Decision Making In Teams
Individual versus Group Decision-Making
Decision-Making Pitfall 1: Groupthink
Learning from history
how to avoid groupthink
Decision-Making Pitfall 2: Escalation of Commitment
Project Determinants
Psychological Determinants
Social Determinants
Structural Determinants
Avoiding the Escalation of Commitment Problem
Decision-Making Pitfall 3: The Abilene Paradox
How to Avoid the Abilene Paradox
Decision-Making Pitfall 4: Group Polarization
The need to be right
The need to be liked
Conformity pressures
Decision-Making Pitfall 5: Unethical Decision Making
Rational Man Model
Pluralistic Ignorance
Desensitization
Accountability For Behavior
Reward Model
Appropriate Role Models
Eliminate Conflicts of Interest
Create Cultures of Integrity
Conclusions.
Conflict in Teams: Leveraging Differences to Create Opportunity
Types of Conflict
Types of Conflict and Work Team Effectiveness
Proportional and Perpetual Conflict
Transforming Relationshiop into Task Conflict
Team Dilemma: Group versus Individual Interests
Strategies to enhance cooperation and minimize competition
Perils and Pitfalls of Democracy
Voting Rules
Drawbacks to voting
Coalitions
Team Negotiations
The BATNA Principle
Avoid the fixed-pie fallacy
Bild trust and share information
Understand underlying interests
Share information
Make multiple proposals simultaneously
Avoid sequential discussion of issues
Construct contingency contracts and leverage differences
Search for postsettlement settlements
Invoke Norms of Justice
What do Do When Conflict Escalates?
Conclusions
Creativity: Mastering Strategies for High Performance
Creative Realism
Measuring Creativity
Convergent and divergent thinking
Exploration and exploitation
Creativity and context dependence
Creative People or Creative Teams?
Brainstorming
Brainstorming on trial
Major Threates to Team Creativity
Social Loafing
Conformity
Production Blocking
Downard Norm Setting
What goes on during a typical group brainstorming session?
Enhancing Team Creativity
Trained Facilitators
High Benchmarks
Brainwriting
Nominal Group Technique
Diversify the team
Analogical reasoning
Creating an organizational memory
Membership change
Build a playground
Electronic Brainstorming
Advantages of electronic brainstorming
Disadvantages of electronic brainstorming
Capstone on brainstorming
Conclusions
External Dynamics
Netowrking, Social Capital, and Integrating Across Teams
Team Boundaries
Insulating Teams
Broadcasting Teams
Marketing Teams
Surveying Teams
External Roles of Team Members
Knowledge Valuation
Netowrking: A Key to Successful Teamwork
Communication
Human Capital and Social Capital
The Importance of Boundary Spanning
Cliques versus boundary-spanning networks: Advantages and Disadvantages
Advice for the Manager
Structural Positioning
Relationships Outside the Team
Distance
Time
Conclusions
Leadership: Managing the Paradox
Leaders and the Nature-Nurture Debate: Great Person versus Great Opportunity
Leadership Styles
Task Versus Person Leadership
Transactional versus Transformational Leadership
Active versus Passive Leadership
Autcratic versus democratic leadership
Team Coaching
Types of coaching
Leadership and Power
Source sof power
Using power
Decision Analysis Model: How Participative Do You Want To Be?
Decision Styles
Problem Identification
Deicsion Tree Model
Strategies for Encouraging Participative Management
Task Delegation
Parallel Suggestion Involvement
Job Involvement
Organizational Involvement
conclusions
Interteam Relations: Competition and Cooperation
Personal and Team Identity
Intrateam and interteam respect
Independence versus Interdependence
Self-interest versus group-interest
Ingroups and outgroups
Balancing the need to belong and the need to be distinct
Interteam Relationships
Social Comparison Processes
Post-merger behavior
Intergroup conflict
When and Why Conflict is Good
Cohesion
How and why organizations benefit from minority viewpoints
Biases Associated with Intergroup Conflict
Categorization: Us versus Them
Ingroup bias (or "We are better than them")
Racism and racial discrimination
Denial
"They all look alike": The outgroup homogeneity bias
Strategies for Reducing Negative Effects of Intergroup Conflict
Contact
Cross-cut role assignments
Conclusions
Teamwork via Information Technology: Challenges and Opportunities
Place-Time Model of Social Interaction
Face-to-face communication
Same time, different place
Different time, same place
Different place, different time
Information Technology and Social Behavior
Reduced status differences: The "weak get strong" effect
Equalization of team members' participation
Technology can lead to face-to-face meetings
Increased time to make decisions
Communication
Risk taking
Social norms
Task Performance and quality of group decisions
Enhancing Local Teamwork: Redesigning the Workplace
Virtual or flexible space
Flexible furniture
Hoteling
Virtual teams
Strategies for Enhancing the Virtual Team
Collaboratory
Virtual Team Technology
Initial face-to-face experience
Temporary Engagement
One-day videoconference
Touching base
Schmoozing
Transactional Teams
Conclusions
Managing Meetings: A Toolkit
Tips for Consultants and Facilitators
A Guide for Creating Effective Study Groups
Example Items from Peer Evaluations and 360-Degree Performance Evaluations.
Edition Notes
Includes bibliographical references and (p. 322-359) indexes.
Classifications
The Physical Object
ID Numbers
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