Rent 9780130143631 | Making the Team: A Guide for Managers

Summary Table of Contents Author Biography

For a graduate management OR undergraduate management course in Organization Behavior, Group Dynamics, or Teamwork. Making the Team unites cutting-edge research on groups with practical management principles. Making the Team organizes the art and science of teamwork in 3 primary tasks for the leader/manager: (1) Accurately assessing and improving team performance: (2) Managing the internal dynamics of teams (diversity, conflict, creativity within the team): and (3) Optimally leveraging the team within the larger organization. Making the Team is a great core book for a course or a supplement book for the course. The instructor's manual contains exercises for challenging in-class exercises and experimental learning. Managers-in-training as well as the seasoned executive will find the clear, step-by-step approaches offered in this book useful, provocative, and refreshing. This book is a perfect marriage of theory and practice.

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Preface

xiii

PART I THE BASICS OF TEAMWORK

(58)

Teams in Organizations: Facts and Myths

(16)

What Is a Team?

(1)

Types of Teams in Organizations

(2)

Why Should Organizations Have Teams?

(2)

Some Observations about Teams and Teamwork

(4)

Companies that use teams are not more effective than those that do not

(1)

Managers fault the wrong causes for team failure

(1)

Managers fail to recognize their team-building responsibilities

(1)

Experimenting with failures leads to better teams

(2)

Conflict among team members is not always a bad thing

(1)

Strong leadership is not always necessary for strong teams

(1)

Good teams can still fail under the wrong circumstances

(1)

Retreats will not fix all the conflicts between team members

(1)

What Managers Tell Us about Their Teams

(4)

Most common type of team

(1)

Team size

(1)

Team autonomy versus manager control

(1)

Team longevity

(1)

The most frustrating aspect of teamwork

(1)

Skill assessment

(1)

Skill development

(2)

A Warning

(1)

Conclusions

(1)

Performance and Productivity: Team Performance Criteria and Threats to Productivity

(18)

An Integrated Model of Successful Team Performance

(1)

Team Context

(2)

Organizational context

(1)

Team design

(1)

Team culture

(1)

Essential Conditions for Successful Team Performance

(9)

Knowledge and skill

(3)

Effort and motivation

(4)

Coordination strategies

(2)

Performance Criteria

(4)

The Team Performance Equation

(1)

Conclusions

(2)

Rewarding Teamwork: Compensation and Performance Appraisals

(24)

Types of Team Pay

(7)

Incentive pay

(1)

Recognition

(3)

Profit sharing

(1)

Gainsharing

(1)

Team Performance Appraisal

(7)

What is measured?

(1)

Who does the measuring?

(2)

Developing a 360-degree program

(3)

Sources of Rater Bias

(2)

Homogeneity bias

(1)

Halo bias

(1)

Fundamental attribution error

(1)

Communication medium

(1)

Experience effect

(1)

Reciprocity bias

(1)

Bandwagon bias

(1)

Primacy and recency bias

(1)

Sources of Ratee Bias

(2)

Egocentric bias

(1)

Intrinsic interest

(1)

Social comparison

(1)

Fairness

(1)

Guiding Principles

(4)

Goals should cover areas that team members can directly affect

(1)

Balance the mix of individual and team-based pay

(1)

Consult with the team members who will be affected

(1)

Avoid organizational myopia

(1)

Determine eligibility (who qualifies for the plan)

(1)

Determine equity method

(1)

Quantify the criteria used to determine payout

(2)

Determine how target levels of performance are established and updated

(1)

Develop a budget for the plan

(1)

Determine timing of measurements and payments

(1)

Communicate with those involved

(1)

Plan for the future

(1)

Conclusions

(1)

PART II INTERNAL DYNAMICS

(110)

Building the Team: Tasks, People, and Relationships

(26)

Building the Team

(2)

The Task: What Work Needs to Be Done?

(6)

How much authority does the team have to manage its own work?

(1)

What is the focus of the work the team will do?

(1)

What is the degree of task interdependence among team members?

(2)

Is there a correct solution that can be readily demonstrated and communicated to members?

(1)

Are team members' interests perfectly aligned (cooperative), opposing (competitive), or mixed in nature?

(1)

How big should the team be?

(2)

The People: Who Is Ideally Suited to Do the Work?

(6)

Diversity: SWOT analysis

(3)

Creating diversity

(1)

Relationships: How Do Team Members Socialize Each Other?

(11)

Group socialization

(1)

Role negotiation

(2)

Team norms: Development and enforcement

(2)

Cohesion: Team bonding

(1)

Trust

(4)

Conclusions

(1)

Sharpening the Team Mind: Communication and Collective Intelligence

(24)

Team Communication

(2)

Message tuning

(1)

Message distortion

(1)

Biased interpretation

(1)

Perspective-taking failures

(1)

Transparency illusion

(1)

Indirect speech acts

(1)

The Information Dependence Problem

(8)

Common knowledge effect

(3)

Hidden profile

(2)

Practices to put in place

(1)

Things that don't work

(1)

Effective interventions

(2)

Collective Intelligence

(9)

Team mental models

(3)

The team mind: Transactive memory systems

(6)

Team Longevity: Routinization versus Innovation Trade-Offs

105

(3)

Conclusions

108

(1)

Team Decision Making: Conformity, Pitfalls, and Solutions

109

(22)

Decision Making in Teams

109

(1)

Conformity: Why It Occurs and How It Works in Teams

110

(2)

The need to be right

110

(1)

The need to be liked

111

(1)

Decision-Making Pitfall 1: Groupthink

112

(6)

Learning from history

114

(2)

How to avoid groupthink

116

(2)

Decision-Making Pitfall 2: Escalation of Commitment

118

(6)

Project determinants

120

(1)

Psychological determinants

120

(2)

Social determinants

122

(1)

Structural determinants

123

(1)

Avoiding the escalation of commitment problem

123

(1)

Decision-Making Pitfall 3: The Abilene Paradox

124

(4)

How to avoid the Abilene paradox

126

(2)

Decision-Making Pitfall 4: Group Polarization

128

(1)

Conclusions

129

(2)

Conflict in Teams: Leveraging Differences to Create Opportunity

131

(19)

Types of Conflict

132

(3)

Transforming A-type into C-type conflict

134

(1)

Team Dilemma: Group versus Individual Interests

135

(2)

Strategies to enhance cooperation and minimize competition

136

(1)

Perils and Pitfalls of Democracy

137

(2)

Voting rules

137

(1)

Drawbacks to voting

138

(1)

Group Negotiation

139

(7)

The BATNA principle

140

(1)

Avoid the fixed-pie fallacy

140

(1)

Build trust and share information

140

(1)

Ask questions

141

(1)

Provide information

141

(1)

Make multiple offers simultaneously

141

(1)

Avoid sequential discussion of issues

142

(1)

Construct contingency contracts and leverage differences

142

(1)

Be wary of intuition

143

(1)

Search for postsettlement settlements

143

(1)

Use team-on-team negotiation

144

(1)

Avoid majority rule

144

(1)

Beware of coalitions

144

(1)

Appeal to norms of justice

145

(1)

What to Do When Conflict Escalates?

146

(2)

Conclusions

148

(2)

Creativity: Mastering Strategies for High Performance

150

(19)

What Exactly Is Creativity?

151

(1)

Measuring creativity

151

(1)

Creativity through categorization of ideas and team diversity

151

(1)

Creativity through cognitive flexibility

152

(1)

Creativity and context dependence

152

(1)

Creative People or Creative Teams?

152

(2)

Team creativity

153

(1)

Analogical Reasoning

154

(3)

Expertise

156

(1)

Comparison and abstraction

156

(1)

Divergent versus Convergent Thinking

157

(1)

Group Brainstorming

158

(6)

Brainstorming on trial

158

(2)

What goes on during a typical group brainstorming session?

160

(1)

Trained facilitators

161

(1)

High benchmarks

161

(1)

Two-step approach: Solitary and group ideation

162

(1)

Nominal group technique

162

(1)

Stepladder technique

162

(1)

Delphi technique

163

(1)

Electronic Brainstorming

164

(4)

Advantages of electronic brainstorming

164

(2)

Disadvantages of electronic brainstorming

166

(1)

Capstone on brainstorming

167

(1)

Conclusions

168

(1)

PART III EXTERNAL DYNAMICS

169

(86)

Managing the External Environment

169

(19)

Team Boundaries

170

(3)

Insulating teams

171

(1)

Broadcasting teams

171

(1)

Marketing teams

172

(1)

Surveying teams

172

(1)

Team Identity

173

(1)

External Roles of Team Members

173

(1)

Networking: A Key to Successful Teamwork

173

(11)

Perfect and imperfect markets

175

(1)

Human capital and social capital

175

(2)

Boundary spanning and structural holes

177

(1)

Types of networks

178

(1)

Advice for the manager

179

(1)

Structural positioning

180

(4)

Distance

184

(2)

Time

186

(1)

Conclusions

186

(2)

Leadership: Managing the Paradox

188

(25)

The Team Paradox

188

(1)

Leaders and the Nature-Nurture Debate: Great Person versus Great Opportunity

189

(1)

Great Opportunity: Some Evidence

190

(7)

Obedience to authority

190

(1)

Blind faith

191

(2)

Good Samaritans

193

(1)

Self-fulfilling prophecy

193

(2)

The power of labels

195

(1)

Head of the table effect

195

(1)

Random selection of leaders

196

(1)

Leadership Behavior: Routes to Influence

197

(3)

Vivid information

197

(3)

Leadership and Teamwork: Addressing the Paradox

200

(2)

Decision Analysis Model: How Participative Do You Want to Be?

202

(2)

Decision styles

202

(1)

Problem identification

202

(2)

Decision tree model

204

(1)

Strategies for Encouraging Participative Management

204

(3)

Task delegation

204

(2)

Parallel suggestion involvement

206

(1)

Job involvement

206

(1)

Organizational involvement

206

(1)

Freeing the Caged Bird: Effects of Empowerment

207

(1)

Team Empowerment

208

(2)

Red Flags on the Way to Greater Involvement

210

(1)

Conclusions

211

(2)

Interteam Relations: Competition and Stereotyping

213

(18)

Overview

213

(2)

Group Membership: The Locus of Human Identity

215

(10)

Need for categorization

216

(1)

How categorization affects behavior

216

(1)

``Us'' versus ``them'': The psychology of in-groups and out-groups

217

(1)

``We're better than they are'': In-group supremacy and entitlement

218

(1)

``They all look alike'': The out-group homogeneity effect

219

(1)

Minority groups

220

(2)

Performance evaluation

222

(1)

Extremism

222

(1)

Overt and covert racism

223

(1)

Unconscious discrimination at work

224

(1)

Strategies for Reducing Prejudice

225

(5)

Blinding

225

(1)

Consciousness-raising (``don't be prejudiced'')

226

(1)

Contact

227

(1)

GRIT and bear it

228

(1)

Stress and fatigue reduction

229

(1)

Affirmative action

229

(1)

Conclusions

230

(1)

Teamwork via Information Technology: Challenges and Opportunities

231

(24)

Place-Time Model of Social Interaction

233

(7)

Face-to-face communication

233

(2)

Same time, different place

235

(2)

Different time, same place

237

(1)

Different place, different time

238

(2)

Information Technology and Social Behavior

240

(4)

Status and power: The ``weak get strong'' effect

240

(1)

The impact of technology on social networks

241

(2)

Risk taking

243

(1)

Social norms

243

(1)

Task performance

243

(1)

Enhancing Local Teamwork: Redesigning the Workplace

244

(3)

Virtual or flexible space

244

(1)

Flexible furniture

245

(1)

Hoteling

246

(1)

Virtual Teams

247

(1)

Strategies for Enhancing the Virtual Team

248

(2)

Collaboratory

248

(1)

Initial face-to-face experience

249

(1)

Temporary engagement

249

(1)

One-day videoconference

249

(1)

Touching base

249

(1)

Schmoozing

250

(1)

Transnational Teams

250

(3)

Conclusions

253

(2)

Appendix 1 Managing Meetings: A Toolkit

255

(8)

Appendix 2 Special Tips for Consultants and Facilitators

263

(4)

Appendix 3 A Guide for Creating Effective Study Groups

267

(4)

Appendix 4 Example Items from Peer Evaluations and 360-Degree Performance Evaluations

271

(6)

References

277

(30)

Author Index

307

(6)

Subject Index

313

Leigh L. Thompson is the J. Jay Gerber Distinguished Professor of Dispute Resolution and Organizations in the Kellogg School of Management at Northwestern University. She is also the director of the AT&T Behavioral Research Laboratory at Kellogg and the Leading High Impact Teams Executive Program at Kellogg

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