Team Building: Proven Strategies for Improving Team Performance -- Contents -- About the Online Assessments -- Introduction -- Part One: The Four Cs of Team Development -- Chapter 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? -- Chapter 2: Context: Laying the Foundation for Team Success -- 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? -- Chapter 3: Composition: Getting the Right People on the Bus -- 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 -- Chapter 4: Competencies: Developing Team Skills for High Performance -- 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 -- Chapter 5: Change: Devising More Effective Ways of Working Together -- 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 Identifi cation -- Data Gathering -- Diagnosis and Analysis of Data -- Action Planning -- Implementation and Evaluation -- Chapter 6: Bringing the Four Cs Together: Designing a Team-Building Program -- 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 ProblemsThrough Team Building -- Chapter 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 -- Chapter 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 -- Chapter 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 -- Chapter 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 -- Chapter 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 -- Chapter 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.

Chapter 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 -- Chapter 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 -- Chapter 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 -- Introduction -- Chapter One -- Chapter Two -- Chapter Three -- Chapter Four -- Chapter Five -- Chapter Six -- Chapter Seven -- Chapter Eight -- Chapter Nine -- Chapter Ten -- Chapter Twelve -- Chapter Thirteen -- Chapter Fourteen -- Chapter Fifteen -- The Authors -- Index.