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Why teams don't work : what went wrong and how to make it right

Author: Harvey Robbins; Michael Finley
Publisher: Princeton, N.J. : Peterson's/Pacesetter Books, ©1995.
Edition/Format:   Print book : EnglishView all editions and formats
Database:WorldCat
Summary:
The first books about teams told you how great teaming would be. But the truth is, reality is falling short of its promise. Why Teams Don't Work tells you how it really is. According to Robbins and Finley: "A team is a surprising, perplexing, up-and-down, value-creating thing. A human thing that needs a ton of attention. That has to be pampered, fed, stroked, and have its pen hosed out from time to time." They
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Document Type: Book
All Authors / Contributors: Harvey Robbins; Michael Finley
ISBN: 1560794976 9781560794974 1560797045 9781560797043
OCLC Number: 31970900
Notes: Includes index.
Description: viii, 229 pages ; 23 cm
Contents: Part one: Broken dreams, broken teams --
Chap. 1. The team idea--Everybody get together --
Chap. 2. Human needs--Desperately seeking teaming --
Chap. 3. Individual needs vs. team needs--Ulterior motives --
Chap. 4. Teamwork vs. socialwork--What a team we would make --
Part two: Why teams come apart --
Chap. 5. Misplaced goals, confused objectives--What are we doing here? --
Chap. 6. Unresolved roles--It ain't my job, man --
Chap. 7. Bad decision making--How not to make up your mind --
Chap. 8. The wrong policies and procedures--You can't get there from here --
Chap. 9. The people problem--I'm not working for that jerk! --
Part three: What keeps teams from working --
Chap. 10. Leadership failure--Who's in charge here anyway? --
Chap. 11. Faulty Vision--If you don't know where you're going⁵you'll probably get there --
Chap. 12. Toxic teaming atmosphere--Organizational karma --
Chap. 13. Communication shortfalls--How'm I doing? --
Chap. 14. Rewards and recognition--Saying one thing and doing another --
Chap. 15. Depleted trust--Why should I trust you? --
Chap. 16. Change issues--Who's rocking the boat? --
Part four: Team myths --
Chap. 17. The myth of adventure learning--Belay that! --
Chap. 18. The myth of personality type--It's what's outside that counts! --
Chap. 19. The myth that people like working together--Heigh ho! --
Chap. 20. The myth that teamwork is more productive than individual work--The team, the team! --
Chap. 21. The myth of "the more, the merrier" on teams--Let's do 'the wave' --
Part five: Turning teams around --
Chap. 22. Moving teams through stages toward success--The teaming goes round and round --
Chap. 23. Teams and technology--The 24-hour transworld team --
Chap. 24. Long-term team health--The well-tuned first-string team --
Epilogue.
Responsibility: Harvey Robbins and Michael Finley.

Abstract:

The first books about teams told you how great teaming would be. But the truth is, reality is falling short of its promise. Why Teams Don't Work tells you how it really is. According to Robbins and Finley: "A team is a surprising, perplexing, up-and-down, value-creating thing. A human thing that needs a ton of attention. That has to be pampered, fed, stroked, and have its pen hosed out from time to time." They concede that teams are messy - and prone to as many problems as human nature allows: teams become confused about their goals, individual team members don't accept their roles, teams have a hard time making decisions, team members often aren't rewarded appropriately, and team leaders don't always act like one. In fact, few will deny that the promise of teams has fallen far short of our expectations. But we keep hearing about them because when they work, teams increase productivity, improve communications, do work ordinary groups can't, and are more creative and efficient.

Packed with down-to-earth questions and answers about teams, Why Teams Don't Work identifies the obstacles preventing teams from achieving their potential (most of them people-made), suggests ways to remove those obstacles, and explains how to take care of those "human things." That's what makes this book special - its focus on the human factors of teamwork. Robbins and Finley know what goes wrong with teams - and how to make it right.

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