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Teamwork - We Have Met The Enemy

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Part Number:0-916095-40-1
Teams work at building spirit and commitment; they talk about their progress; they spend time and money to protect and enhance the team; and they care about how their actions and attitudes affect each other.  Discover the inner dimensions of how groups become teams, and how group dynamics can be managed.  Add clarity to the very subtle, and often subliminal, concept of teamwork by watching groups from a unique perspective - as they work to meet outdoor challenges.  It's not magic and there is no secret. Teamwork can be explained and put into practice by every manager.

Chapter 3 - Why New Teams Struggle (for example)

At least four issues inhibit new teams (start-up groups) from functioning as a team:  (1) Task fixation, process blindness; (2) Power Struggles; (3) Fight versus Flight; (4) Stereotyping.  Where do we start?  Chapter 3 continues with:  Action Items for Start-UP Teams:  (1) Jointly define how the group will function.  The challenge for a new group is to establish a way of operating that will allow process issues to be noticed, discussed, and taken into account as the group works on the tasks to be accomplished.  (Chapter goes on to outline 3 more action items for new teams.)

Chapter 13 - Shared Leadership - Who's the Leader?

Shared leadership is the willingness to take charge when the need arises.  It exists when the team is willing to allow many people the opportunity to influence the direction or approach the team will take. Shared leadership is a choice that every team member makes - to depend on the appointed leader, or to attempt to influence the team and accept leadership responsibility.  Why is leadership shared in some teams and not in others?  At least three forces are at work:  (1) Forces Withing the Organization; (2) Forces within the Person; and (3) Forces within the TeamChapter 13 continues:  Even when organizational policies, procedure, and climate foster individual initiative, and people make the choice to assume leadership when the situation dictates, potential forces within the team can short-circuit the attempts, including:  When some team members are unwilling to defer;  When a low level of trust and respect exists between team members; (and a few other "circuitry" problems).  Any combination of these many listed forces, will dissuade individual team members from venturing out to assume leadership during a given discussion.  The antidote is for the team to recognize these destructive behaviors and create a strategy for bringing these perceptions / attitudes to light - to deal with them. 

Pages:  142 pages and 10 years worth of observing teams in action.  Hard back

The Authors:

Matt M. Starcevich, Ph.DDr. Matt M. Starcevich,  and Dr. Steven J. Stowell co-founded the Center for Management and Organization Effectiveness in 1979. Dr. Steven J. Stowell Specializing in management, leadership, and organizational development, both also conducted teambuilding, coaching and leadership seminars, and were frequent speakers on these topics. Together they have more than 40 years of direct management and consulting experience and have served on the faculty at Notre Dame University, University of Utah, Oklahoma State University, and University of Tulsa


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