Jon R. Katzenbach - The Wisdom of Teams: Creating the High-Performance Organization
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The Wisdom of Teams: Creating the High-Performance Organization
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Teams are fast becoming a flexible and efficient way to enhance organizational performance. Yet todays business leaders consistently overlook opportunities to exploit their potential, confusing teams with teamwork or sharing. In this book, two senior McKinsey & Co. partners argue that we cannot meet the challenges ahead, from total quality to customer service to innovation, without teams. The authors talked with hundreds of people in more than fifty different teams in thirty companies to discover what differentiates various levels of team performance, where and how teams work best, and how to enhance their effectiveness. Among their findings: formal hierarchy is actually good for teams; successful team leaders fit no ideal profile; commitment to performance goals is more important than commitment to team-building goals; top management teams are often smaller and more difficult to sustain; and team endings can be as important to manage as team beginnings. The wisdom of teams lies in recognizing their unique potential to deliver results and in understanding their many benefits.
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The Wisdom of Teams : Creating the High-performance Organization
author
:
Katzenbach, Jon R.; Smith, Douglas K.
publisher
:
Harvard Business School Press
isbn10 | asin
:
0875843670
print isbn13
:
9780875843674
ebook isbn13
:
9780585213507
language
:
English
subject
Teams in the workplace.
publication date
:
1993
lcc
:
HD66.K384 1993eb
ddc
:
658.3/128
subject
:
Teams in the workplace.
Page iii
The Wisdom of Teams
Creating the High-Performance Organization
Jon R. Katzenbach Douglas K. Smith
Page iv
1993 by McKinsey & Company, Inc. All rights reserved. Printed in the United States of America 99 13
Library of Congress Cataloging-in-Publication Data Katzenbach, Jon R., 1932 The wisdom of teams: creating the high performance organization /Jon R. Katzenbach and Douglas K. Smith. p. cm. Includes bibliographical references and index. ISBN 0-87584-367-0 (acid-free paper) i. Work groups. I. Smith, Douglas K., 1949- . II. Title. HD66. K384 1993 658.3'128-dc20 92-20395 CIP
'I'he paper used in this publication meets the requirements of the American National Standard for Performance of Paper for Printed Library Materials 239-49-1984.
Page v
To Michael Katzenbach and Alena and Eben Smith, for borrowed time.
Page vii
CONTENTS
Acknowledgments
ix
Prologue A Note About What to Expect
1
Part One Understanding Teams
9
Chapter 1 Why Teams?
11
Chapter 2 One Team: A Story of Performance
27
Chapter 3 Team Basics: A Working Definition and Discipline
43
Chapter 4 High-Performance Teams: Very Useful Models
65
Part Two Becoming a Team
85
Chapter 5 The Team Performance Curve
87
Chapter 6 Moving up the Curve: From Individual to Team Performance
109
Chapter 7 Team Leaders
130
Chapter 8 Teams, Obstacles, and Endings: Getting Unstuck
149
Part Three Exploiting the Potential
173
Chapter 9 Teams and Performance: The Reinforcing Cycle
175
Chapter 10 Teams and Major Change: An Inevitable Combination
195
Chapter 11 Teams at the Top: A Difficult Choice
212
Page viii
Chapter 12 Top Management's Role: Leading to the High-Performance Organization
239
Epilogue A Call to Action
259
Appendix Teams Researched for Book
267
Selected Readings
275
Index
279
Page ix
ACKNOWLEDGMENTS
We approached the idea of a book on teams cautiously. After all, we thought, teams are a well-known subject and there must be a thousand books on the subject already. Still, we suspected that most of these books focused on persuading readers that "teams are important" or providing how-to advice on building teams as an objective in itself. We were interested, by contrast, in understanding what lessons actual teams and nonteams had for others who choose to struggle with change and performance. By going down this path, we hoped to discover something to say that was (in our minds at least) different from most books on the subject.
The Core Team
Probably Carol Franco, our editor at the Harvard Business School Press, was the first to suggest that "we might all become a team." Our first bona fide team recruit was Nancy Taubenslag, a natural for us because of her role in the Rapid Response Team (Chapter 5). Nancy brought us the invaluable skills of disciplined project management, organized thinking, and skeptical but constructive criticism. We are also forever indebted to Nancy for constantly reminding us that teams have feelings too.
Page x
We next discovered Mark Voorhees, a professional freelance journalist who turned out to be the team's irritant member and secret weapon. Without Mark's relentless pursuit of the real story, we wouldn't have half the insights that we developed. Mark refuses to take anything on faith, has the natural instincts of a detective, and writes better color than the rest of us put together. We never quite converted him to consultantese (thank goodness), but we did move him a little toward the center.
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