The Widsom Of Teams Essay Research Paper — страница 2

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the organization’s culture. According to Katzenbach and Smith, performance, not chemistry, shapes teams. “Real” teams emerge when the individuals in them take risks involving conflict, trust, interdependence, and hard work. Making conflict constructive by developing ways to handle differences and concerns and molding them into common goals is when real teams emerge. The authors suggest achieving this by establishing urgency and clear direction in teams, selecting members based on skill balance, not personality, and with opportunities to learn from each other. Establishing clear start-up rules for behavior and seizing upon a few immediate performance-oriented tasks that are challenging but achievable also help teams develop. Spending lots of time together and giving positive

feedback are key. The authors describe the senior management team as the hardest to establish they present this as a fact of organizational life that can be addressed. Their solution: start by creating a strong senior management work group and go from there. Many successful organizations using teams have them. The authors are also realists. The difficulty teams may face such as lack of management direction is described with suggestions for addressing them. Finally, and maybe most importantly, Katzenbach and Smith are optimists. They believe that most people are able to lead. Leaders need to provide guidance and give up control and most importantly believe in the team and put them first. It is that attitude, belief in the team, that is the most important characteristic of a

leader. They conclude that a strong performance ethic leads to the pursuit of common performance results that benefit customers, shareholders, and employees. An overemphasis on any one area creates distortions that lead to turf battles and politics. Managers must demand and then relentlessly support pursuit of performance by teams. This clear simple model can easily be applied to any type of organization. All of this advice is offered while keeping jargon to a minimum. In fact, the book starts by acknowledging what we all know creating change in an organization can be difficult. Yet, The Wisdom of Teams provides simple strategies, to analyze organizational readiness, and alternatives that will get your organization closer to a real team environment. It outlines the basics

elements of team and then offers techniques for sticking to them to achieve success. You do not need to be a process consultant to make teams work in Katzenbach and Smith’s world. In addition, this is the book’s greatest strength. While the advice offered is good, the book could be much more concise and easier to read. Many of the points are redundant. This is a good book for the beginner, who wants to understand the issues.