Teamwork: What Must Go Right/What Can Go WrongWhat 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. |
Contents
Series Editors Introduction | 7 |
Toward Understanding Teams and Teamwork | 13 |
A Theoretically Rich Sample of Teams | 20 |
Copyright | |
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Other editions - View all
Teamwork: What Must Go Right/What Can Go Wrong Carl E. Larson,Frank M. J. LaFasto Limited preview - 1989 |
Teamwork: What Must Go Right/What Can Go Wrong Carl . Larson,Frank M. J. LaFasto Limited preview - 1989 |
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32 management teams ability achieve agenda airplane American Leadership Forum Angela Lansbury Baxter International Boeing cardiac surgery carrier battle group challenge championship characteristics Chicken McNugget clarity clear climbing collaborative climate communication competent team members create creative criteria decisions defensive back demonstrate described develop effective leaders effectively functioning teams elevating goal Elliot Richardson emerged established example expect external support factors feedback feel focus focused four-minute mile going identified important interviews involved issues Joe Sutter leaders and members occur organization Paul Lazarus performance objective performance standard principles problems project team responsibilities result reward Roger Bannister Rogers Commission role Rucci sample sense skills standards of excellence Strike Warfare structure successful teams support and recognition tactical team effort team goal team mem team performance team success team's objective things tion tive trust unified commitment USS Kitty Hawk vision