The Wisdom of Teams: Creating the High-Performance OrganizationThe definitive classic on high-performance teams The Wisdom of Teams is the definitive work on how to create high-performance teams in any organization. Having sold nearly a half million copies and been translated into more than fifteen languages, the authors’ clarion call that teams should be the basic unit of organization for most businesses has permanently shaped the way companies reach the highest levels of performance. Using engaging case studies and testimonials from both successful and failed teams—ranging from Fortune 500 companies to the U.S. Army to high school sports—the authors explain the dynamics of teams both in great detail and with a broad view. Their conclusions and prescriptions span the familiar to the counterintuitive: • Commitment to performance goals and common purpose is more important to team success than team building. • Opportunities for teams exist in all parts of the organization. • Real teams are the most successful spearheads of change at all levels. • Working in teams naturally integrates performance and learning. • Team “endings” can be as important to manage as team “beginnings.” Wisdom lies in recognizing a team’s unique potential to deliver results and in understanding its many benefits—development of individual members, team accomplishments, and stronger companywide performance. Katzenbach and Smith’s comprehensive classic is the essential guide to unlocking the potential of teams in your organization. |
Contents
Becoming a Team
| 81 |
Exploiting the Potential
| 173 |
A Call to Action
| 267 |
Teams Researched for This Book
| 275 |
| 279 | |
| 281 | |
Other editions - View all
The Wisdom of Teams: Creating the High-Performance Organization Jon Katzenbach,Douglas Smith Limited preview - 1992 |
The Wisdom of Teams: Creating the High-performance Organization Jon R. Katzenbach,Douglas K. Smith No preview available - 1993 |
The Wisdom of Teams: Creating the High-performance Organization Jon R. Katzenbach,Douglas K. Smith No preview available - 2005 |
Common terms and phrases
accountability achieve actions agreed approach asked assignments attention basic become behaviors believe better build challenge Chapter clear commitment common continued contributions create critical deal decisions depends described develop direction discussions effective effort employees example executives expected experience face fact fail focus functional going happen high-performance teams important improve individual initiatives Intermodal involved issues lead leadership less levels major marketing meaning meetings Moreover move mutual accountability needed never obstacles operating opportunity organization performance challenge performance ethic performance goals position potential teams practice problems real teams recommendations Response risks role sense shared skills specific story strong stuck success task force team leaders team performance team’s things throughout top management turn understand unit values work-products