Donnellon argues that the gap between the ideal and the reality of team work is due to the failure to recognize and address the paradoxes that team work poses for individuals, teams, managers, and organizations. The central paradox is that teams require both the preservation of differences among its members as well as the integration of those differences into a single working unit. The way team members talk reflects and shapes the way they resolve these tensions. Using a sociolinguistic framework for analyzing team conversations, Donnellon draws on interviews and transcripts of team meetings that she gathered from product development teams in Fortune 200 companies. Her research shows that if organizations are to use teams effectively, they must remove the contradictions and barriers that impede team work. To realize the full potential of teams, organizations and managers must accommodate themselves to the requirements of real team process. Donnellon offers practical suggestions for managing these challenges. She identifies key dimensions for diagnosing team interaction and exposes the organizational and individual roots of team problems.
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Management by teams and using teams to get things done are nothing new. But recent hoopla has stimulated interest in these work groups, and numerous companies have implemented the team approach to problem solving and accomplishing special tasks. Given these current efforts, one thing is clear: some teams work; others don't. Donnellon, a Babson College (Wellesley, Massachusetts) associate professor doing research on rewarding and evaluating teams and cross-cultural teamwork, investigates why. Focusing on cross-functional work teams of professional employees, she was able to observe in-depth--and tape-record--teams at work at four Fortune 200 corporations. By analyzing dialogue, language, and conversation, she was able to distinguish that which made teams successful. She includes a "team talk audit," a tool for analyzing interactions among team members, and she concludes with advice for both team members and managers on how to make teams work better. David Rouse
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Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
Inside This Book
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First Sentence:
Team Xerox, Team Disney, the Taurus team, the Mac team, quality improvement teams, customer service teams, new product teams . . . from advertisement to editorial, from management presentation to consulting report, we have been regaled with the language of teamwork for at least a decade. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
team talk audit, conflict management tactics, effective team dynamics, nominal teams, functional subgoals, identification with the team, other respirator, organizational contradictions, power differentiation, social closeness, perceived interdependence, team identification, team accountability, effective team work, responsible membership, individual performance evaluation, functional managers, group laughter, inclusive pronouns, literal response, team system, team outcomes, operating committee Key Phrases - Capitalized Phrases (CAPs): (learn more)
Building Controls, Wayne Division, Dave Braun, Bob Hershock, United States, Pete Rekow, Nominal Team Real Team Functional, Close Social Distance Forcing, David Hughes, Lance Davison, Low Power Differentiation Distant, Pete Reynolds, Avoiding Conflict Management Tactics Collaborating Win-Lose, Interdependence Interdependence High, Joyce Palazzotto, Lisa Jensen, Steve Mundell, Don Guertler, Robert Hershock, Unchanged Liaison New!
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Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
Team Xerox, Team Disney, the Taurus team, the Mac team, quality improvement teams, customer service teams, new product teams . . . from advertisement to editorial, from management presentation to consulting report, we have been regaled with the language of teamwork for at least a decade. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
team talk audit, conflict management tactics, effective team dynamics, nominal teams, functional subgoals, identification with the team, other respirator, organizational contradictions, power differentiation, social closeness, perceived interdependence, team identification, team accountability, effective team work, responsible membership, individual performance evaluation, functional managers, group laughter, inclusive pronouns, literal response, team system, team outcomes, operating committee Key Phrases - Capitalized Phrases (CAPs): (learn more)
Building Controls, Wayne Division, Dave Braun, Bob Hershock, United States, Pete Rekow, Nominal Team Real Team Functional, Close Social Distance Forcing, David Hughes, Lance Davison, Low Power Differentiation Distant, Pete Reynolds, Avoiding Conflict Management Tactics Collaborating Win-Lose, Interdependence Interdependence High, Joyce Palazzotto, Lisa Jensen, Steve Mundell, Don Guertler, Robert Hershock, Unchanged Liaison New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
Citations (learn more)
This book cites 17
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8
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- Quality Assurance by Richard C. Vaughn on page 156, and page 163
- Group Processes by Leonard Berkowitz in Back Matter
- Intergroup Communication (Social Psychology of Language, 5) by William Gudykunst in Back Matter
- Getting to Yes by Roger Fisher in Back Matter
- Handbook of Organizational Behavior by Jay William Lorsch in Back Matter
See all 17 books this book cites
- How to Say it for Executives: The Complete Guide to Communication for Leaders by Phyllis Mindell on page 6, and page 62
- Intelligent Decision-making Support Systems: Foundations, Applications and Challenges (Decision Engineering) by Jatinder N.D. Gupta on page 184
- Strategic Human Resource Development by James Grieves in Back Matter
- The New Work of Educational Leaders: Changing Leadership Practice in an Era of School Reform by Peter Gronn in Back Matter
- Covert Processes at Work : Managing the Five Hidden Dimensions of Organizational Change by Robert J Marshak in Back Matter
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