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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Over the past 10 years in the field of human and organizational development, the approach to team building has moved from problem solving and conflict management to helping work groups and organizations build a foundation of trust, cooperation, and mutual support. Focusing on collaboration rather than resolving conflict, Building Better Teams: 70 Tools and Techniques for Strengthening Performance Within and Across Teams offers a fresh approach to team building. It provides proven tools for the most common needs of teams, including establishing trust, building consensus, managing change, working virtually and across boundaries, and dealing with setbacks.
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Seitenzahl: 672
Veröffentlichungsjahr: 2012
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Table of Contents
Cover
Title
Copyright
List of Tools
List of Figures and Tables
Acknowledgments
About the Authors
About the Contributors
Introduction
Section One: A Systematic Approach to Team Building
Chapter 1: Getting Started
Building Better Teams: An Evolution in Thinking
Some Underlying Assumptions Regarding Teams
Additional Reading on Appreciative Inquiry
Additional Reading on Positive Psychology
Chapter 2: Planning the Team-Building Session
The Building Better Teams Model
Overview of Five Steps of the Team-Building Process
Additional Reading
Chapter 3: Implementation, Action Planning, and Follow-Up
Steps Four and Five of the Team-Building Process
Chapter 4: Selecting the Right Team-Building Tools
Guidelines for Selecting Tools
Section Two: Managing Team-Building Challenges
Chapter 5: Clarifying Future Direction
The Importance of Establishing Future Direction
How to Tell When This Is a Challenge
The Opportunities Embedded in This Challenge
How to Initiate a Team-Building Session on This Topic
How to Take Supportive Actions
Additional Reading
Chapter 6: Fostering Team Innovation
The Importance of Sustaining Team Innovation
How to Tell When This Is a Challenge
The Opportunities Embedded in This Challenge
How to Initiate a Team-Building Session on This Topic
How to Take Supportive Actions
Chapter 7: Establishing Mutual Trust and Collaboration
The Importance of Building Trust and Collaboration
How to Tell When This Is a Challenge
The Opportunities Embedded in This Challenge
How to Initiate a Team-Building Session on This Topic
How to Take Supportive Actions
Additional Reading
Chapter 8: Managing Change
The Importance of Becoming a Competent Change Manager
How to Tell When This Is a Challenge
The Opportunities Embedded in This Challenge
How to Initiate a Team-Building Session on This Topic
How to Take Supportive Actions
Additional Reading
Chapter 9: Building Commitment
The Challenge of Building Commitment
How to Tell When This Is a Challenge
The Opportunities Embedded in This Challenge
How to Initiate a Team-Building Session on This Topic
How to Take Supportive Actions
Chapter 10: Managing Organizational Boundaries
Changes That Can Lead to Boundary Tensions
How to Tell When Boundary Management Is a Challenge
The Opportunities Embedded in This Challenge
How to Initiate a Team-Building Session on This Topic
How to Take Supportive Actions
Additional Reading
Chapter 11: Working Virtually
The Challenge of Working Virtually
How to Tell When This Is a Challenge
The Opportunities Embedded in This Challenge
How to Initiate a Team-Building Session on This Topic
How to Take Supportive Actions
Additional Reading
Chapter 12: Overcoming Setbacks
The Challenge of Team Setbacks
How to Tell When This Is a Challenge
The Opportunities Embedded in This Challenge
How to Initiate a Team-Building Session on This Topic
How to Take Supportive Actions
Additional Reading
Chapter 13: Managing Across Cultures
The Challenge of Cross-Cultural Teaming
How We Interpret Communication Cues
How to Tell When This Is a Challenge
The Opportunities Embedded in This Challenge
How to Initiate a Team-Building Session on This Topic
Initiating the Team-Building Session on This Topic
How to Take Supportive Actions
Additional Reading
Section Three: Tools and Techniques for Team Building
Chapter 14: The Tool Kit
Action Planning Chart
After Action Reviews
How to Conduct an AAR
Additional Reading on AARs
Alternative Communication Options
Asynchronous Work Spaces
Baby and Bathwater Technique
Change Analysis Chart
Change Events Technique
Change Management Grid
Closing the Gap Chart
Creative Whack Pack®
Customer Assessment Matrix
Customer Relationship Audit
Customer Requirements Rating Table
Customer Satisfaction/Importance Matrix
Decision Matrix
Early Warning Chart
Follow-Up Team Building Questionnaire
Forecast Grid
Forecast Guide
Gallery Technique
“Getting Naked” Session or New Team Assimilation
The Goals-Values Matrix: A Framework and Tool for Building Collaboration
Group Brainwriting and Electronic Brainstorming
Additional Reading
Group Interaction Matix
Guide for Balancing Team Participation
Guidelines and Questions for Engaging Dialogue
The Human Due Diligence Audit
Idea Rotation
Kill the Critic Exercise
Listening Post Chart
Microanalysis Technique
Mind Maps
Mix and Max
Additional Reading
Multivoting Technique
Needs Checklists for Team Members and Team Leaders
Nominal Group Technique
One-to-Ten Technique
Opportunities Assessment
Opportunities/Threat Matrix
Organizational Social Networking
Plus/Delta Technique
Preventive and Corrective Action Plans
Process Check Sheet
Provocative Questions for Encouraging Dialogue
Real-Time Implementation Planning
Reframing Technique
Relationship Audit
Relationship Map
Running the Gauntlet Technique
Scenario Forecast
Selection Matrix for Virtual Team Members
Stakeholder Analysis Chart
Stakeholder Hats
Team Adaptation Diagram
Team Alignment Pyramid
Team Building Assessment Questionnaire
Team Commitment Audit
Team Decision Style Chart
Team Leader Feedback Questionnaire
Team Scoping Document
Team Sponsor Evaluation Form
Team Sponsor Identification Form
Team Support Chart
Team Vision Summary
Telecommuting Check Sheet
ThoughtOffice™
Threats Analysis
The Traffic Light Technique
Turnaround Feedback
Visual Explorer™
Additional Reading
Index
End User License Agreement
List of Tables
Chapter 3: Implementation, Action Planning, and Follow-Up
Table 3.1 Differences Between Intention and Action
Chapter 4: Selecting the Right Team-Building Tools
Table 4.1 Matching Team Characteristics and Challenges to Facilitation Guidelines and Tools.
Table 4.2 Matching the Team-Building Step to Facilitation Challenges and Representative Tools.
Chapter 9: Building Commitment
Table 9.1. Difference Between Vague Versus Clear Commitment Statements.
List of Illustrations
Chapter 2: Planning the Team-Building Session
Figure 2.1. The Five Steps of the Team-Building Process.
Figure 2.2. The Comparative Advantages of Three Team Assessment Approaches.
Figure 2.3. The Interrelationship Among Team Dynamics, Team Structure and Process, and Team Performance Results.
Chapter 3: Implementation, Action Planning, and Follow-Up
Figure 3.1. The Characteristics of Effective Team Building.
Chapter 14: The Tool Kit
Figure 14.1 Goals-Values Matrix.
Figure 14.2 Small-Group Station and Facilitator.
Figure 14.3 Meeting Facilitator Creating Patterns of Small-Group Reports.
Figure 14.4 Meeting Facilitator Reporting Final Patterns.
Figure 14.5 A
Relationship Map
Model from a Divisional Training Team.
Figure 14.6
Team Alignment Pyramid
Levels and Influences.
Figure 14.7. Dialogue with Visual Explorer™.
Figure 14.8. A Sample of Visual Explorer™ Images.
Figure 14.9 A Collage of the Images Participants Used to Define Leadership, from Their Own Perspectives.
Guide
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The Facilitator’s Guide for Building Better Teams: 70 Tools and Techniques for Strengthening Performance Within and Across Teams is available free online. If you would like to download and print out a copy of the guide, please visit: www.wiley.com/college/barner
Building Better Teams
70 Tools and Techniques for Strengthening Performance Within and Across Teams
Robert W. Barner, Ph.D.
Charlotte P. Barner, Ed.D
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved.
Published by Pfeiffer
An Imprint of Wiley
One Montgomery Street, Suite 1200, San Francisco, CA 94104–4594 www.pfeiffer.com
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978–750–8400, fax 978–646–8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201–748–6011, fax 201–748–6008, or online at http://www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages. Readers should be aware that Internet websites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read.
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Pfeiffer also publishes its books in a variety of electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If the version of this book that you purchased references media such as CD or DVD that was not included in your purchase, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.
Library of Congress Cataloging-in-Publication Data
Barner, Robert (Robert W.)
Building better teams : 70 tools and techniques for strengthening performance within and across teams / Robert W. Barner, Ph.D., Charlotte P. Barner, Ed.D.
pages cm
Includes bibliographical references and index.
ISBN 978-1-118-12726-1 (pbk.); ISBN 978-1-118-22488-5 (ebk); ISBN 978-1-118-23839-4 (ebk); ISBN 978-1-118-26294-8(ebk)
1. Teams in the workplace. 2. Personnel management. 3. Performance standards. I. Barner, Charlotte P., 1957- II. Title.
HD66.B365 2012
658.4’022—dc23
2012011630
Acquiring Editor: Matthew Davis
Editorial Assistant: Michael Zelenko
Director of Development: Kathleen Dolan Davies
Production Editor: Dawn Kilgore
Editor: Donna Weinson
Manufacturing Supervisor: Becky Morgan
List of Tools
1.
Action Planning Chart
2.
After Action Reviews
3.
How to Conduct an AAR
4.
Alternative Communication Options
5.
Asynchronous Work Spaces
6.
Baby and Bathwater Technique
7.
Change Analysis Chart
8.
Change Events Technique
9.
Change Management Grid
10.
Closing the Gap Chart
11.
Creative Whack Pack
®
12.
Customer Assessment Matrix
13.
Customer Relationship Audit
14.
Customer Requirements Rating Table
15.
Customer Satisfaction/Importance Matrix
16.
Decision Matrix
17.
Early Warning Chart
18.
Follow-Up Team Building Questionnaire
19.
Forecast Grid
20.
Forecast Guide
21.
Gallery Technique
22.
“Getting Naked” Session or New Team Assimilation
23.
The Goals-Values Matrix: A Framework and Tool for Building Collaboration
24.
Group Brainwriting and Electronic Brainstorming
25.
Group Interaction Matrix
26.
Guide for Balancing Team Participation
27.
Guidelines and Questions for Engaging Dialogue
28.
The Human Due Diligence Audit
29.
Idea Rotation
30.
Kill the Critic Exercise
31.
Listening Post Chart
32.
Microanalysis Technique
33.
Mind Maps
34.
Mix and Max
35.
Multivoting Technique
36.
Needs Checklists for Team Members and Team Leaders
37.
Nominal Group Technique
38.
One-to-Ten Technique
39.
Opportunities Assessment
40.
Opportunities/Threat Matrix
41.
Organizational Social Networking
42.
Plus/Delta Technique
43.
Preventive and Corrective Action Plans
44.
Process Check Sheet
45.
Provocative Questions for Encouraging Dialogue
46.
Real-Time Implementation Planning
47.
Reframing Technique
48.
Relationship Audit
49.
Relationship Map
50.
Running the Gauntlet Technique
51.
Scenario Forecast
52.
Selection Matrix for Virtual Team Members
53.
Stakeholder Analysis Chart
54.
Stakeholder Hats
55.
Team Adaptation Diagram
56.
Team Alignment Pyramid
57.
Team Building Assessment Questionnaire
58.
Team Commitment Audit
59.
Team Decision Style Chart
60.
Team Leader Feedback Questionnaire
61.
Team Scoping Document
62.
Team Sponsor Evaluation Form
63.
Team Sponsor Identification Form
64.
Team Support Chart
65.
Team Vision Summary
66.
Telecommuting Check Sheet
67.
ThoughtOffice™
68.
Threats Analysis
69.
The Traffic Light Technique
70.
Turnaround Feedback
71.
Visual Explorer™
List of Figures and Tables
Figures
Figure 2.1
The Five Steps of the Team-Building Process
Figure 2.2
The Comparative Advantages of Three Team Assessment Approaches
Figure 2.3
The Interrelationship Among Team Dynamics, Team Structure and Process, and Team Performance Results
Figure 3.1
The Characteristics of Effective Team Building
Figure 14.1
Goals-Values Matrix
Figure 14.2
Small-Group Station and Facilitator
Figure 14.3
Meeting Facilitator Creating Patterns of Small-Group Reports
Figure 14.4
Meeting Facilitator Reporting Final Patterns
Figure 14.5
A
Relationship Map
Model from a Divisional Training Team
Figure 14.6
Team Alignment Pyramid
Levels and Influences
Figure 14.7
Dialogue with Visual Explorer™
Figure 14.8
A Sample of Visual Explorer™ Images
Figure 14.9
A Collage of the Images Participants Used to Define Leadership, from Their Own Perspectives
Tables
Table 3.1
Differences Between Intention and Action
Table 4.1
Matching Team Characteristics and Challenges to Facilitation Guidelines and Tools
Table 4.2
Matching the Team-Building Step to Facilitation Challenges and Representative Tools
Table 9.1
Difference Between Vague Versus Clear Commitment Statements
Acknowledgments
WE WOULD LIKE to thank the following people for their willingness to contribute their valuable time and energy to make this book a success. This includes: Matthew Davis, senior editor at Jossey-Bass & Pfeiffer, for his partnership with us on a creative approach to a team-building manuscript; Michael Zelenko, senior editorial assistant at Jossey-Bass & Pfeiffer, for his helpful responses to our questions and offering valuable suggestions; Dawn Kilgore, our highly organized and flexible production editor; and Jennifer Reed, for her time and attention to detail on manuscript assistance.
A special thanks goes to the twelve contributors who volunteered their valuable time and experiences to share the following excellent team building tools and techniques: Ken Cloke and Joan Goldsmith for Turnaround Feedback; Samir Gupte for the “Getting Naked” Session or New Team Assimilation; Ken Ideus for the Goals-Values Matrix; Jonas Janebrant and Johanna Steen for Stakeholder Hats and Idea Rotation; Jim O’Neil for Provocative Questions for Encouraging Dialogue and Guidelines and Questions for Engaging Dialogue; Chuck Palus and David Magellan Horth for Visual Explorer™; Daniel Rainey for Asynchronous Work Spaces; Mary Stall for Mix and Max; and John Sturrock for the Human Due Diligence Audit. Thank you all very much for your patience and assistance on this project. This book is a much more valuable tool as a result of all of your contributions!
About the Authors
ROBERT W. BARNER, PHD, is the associate director of executive education and a full-time faculty member at the Annette Simmons Caldwell School of Education and Human Development at Southern Methodist University. Prior to joining SMU, Robert held senior-level corporate HR positions at several companies, with three of these positions supporting global operations. These roles included responsibilities for career planning, executive development and coaching, the assessment and development of high-potential leaders, and talent management. Robert’s work experience also includes management consulting to such companies as GTE, AT&T, Harris, Disney, TXU, Honeywell, and United Technologies.
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
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Lesen Sie weiter in der vollständigen Ausgabe!
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Lesen Sie weiter in der vollständigen Ausgabe!
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