Teamwork: What Must Go Right/What Can Go Wrong
What are the secrets of successful teams? Why do some teams achieve remarkable success while others fail or are consigned to mediocrity? To find the answers, Carl E. Larson and Frank M. J. LaFasto conducted a three-year study of teams and team achievement. Interviewing a wide range of teams, including the space shuttle Challenger investigation team, executive management teams and a championship football team, Larson and LaFasto discovered a surprising consistency in the characteristics of effective teams. In Teamwork, they explore the eight properties of successful teams: a clear, elevating goal; a results-driven structure; competent team members; unified commitment; collaborative climate; standards of excellence; external support and recognition; and principled leadership. A final chapter examines the priority of the steps that lead to the building of a high performance team. The authors strive to make the concepts concrete, coupling solid theory with straightforward, practical advice on how to apply it and with lively, fascinating anecdotes. The volume will appeal to practitioners, scholars, and advanced students in the areas of organization studies and management, as well as interpersonal communication.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Series Editors Introduction
Toward Understanding Teams and Teamwork
A Clear Elevating Goal
Competent Team Members
Standards of Excellence
Other editions - View all
ability achieve agenda airplane American Leadership Forum Baxter International Boeing cardiac surgery Centers for Disease challenge championship characteristics Chicken McNugget clear climbing collaborative climate communication competent team members Corporation create creative team criteria decisions described develop effective leaders effective team effectively functioning teams elevating goal Elliot Richardson emerged epidemiology example external support factors feedback feel focused football team going guys IBM PC identified important interviews investigation involved issues Jaworski Joe Sutter leaders and members Ned Hogan organization Paul Lazarus performance objective performance standard pressure principles problems project team responsibilities result Roger Bannister Rogers Commission role selecting sense skills space shuttle Challenger standards of excellence successful teams support and recognition Sweeney tactical teams team effort team goal team leader team success team's objective teams and teamwork things tion tive trust understanding unified commitment USS Kitty Hawk