Making the Team: A Guide for Managers
by Leigh L. Thompson
Making the Team: A Guide for Managers, Fifth Edition
- Making the Team: A Guide for Managers
- Brief Contents
- Contents
- Preface
- Part I The Basics of Teamwork
- Chapter 1 Teams in Organizations Facts and Myths
- What Is a Team?
- Why Should Organizations Have Teams?
- Types of Teams in Organizations
- Some Observations about Teams and Teamwork
- Teams Are Not Always the Answer
- Managers Fault the Wrong Causes for Team Failure
- Managers Fail to Recognize Their Team-Building Responsibilities
- Experimenting with Failures Leads to Better Teams
- Conflict Among Team Members Is Not Always a Bad Thing
- Strong Leadership Is Not Always Necessary for Strong Teams
- Good Teams Can Still Fail Under the Wrong Circumstances
- Retreats Will Not Fix All the Conflicts Between Team Members
- What Leaders Tell Us about Their Teams
- Developing Your Team-Building Skills
- A Warning
- Chapter Capstone
- Chapter 2 Performance and Productivity Team Performance Criteria and Threats to Productivity
- An Integrated Model of Successful Team Performance
- The Team Performance Equation
- Chapter Capstone
- Chapter 3 Rewarding Teamwork Compensation and Performance Appraisals
- Types of Team Pay
- Teams and Pay for Performance
- Team Performance Appraisal
- Rater Bias
- Ratee Bias
- Guiding Principles
- Principle 1: Goals Should Cover Areas That Team Members Can Directly Affect
- Principle 2: Balance the Mix of Individual and Team-Based Pay
- Principle 3: Consult the Team Members Who Will Be Affected
- Principle 4: Avoid Organizational Myopia
- Principle 5: Determine Eligibility (Who Qualifies for the Plan)
- Principle 6: Determine Equity Method
- Principle 7: Quantify the Criteria Used to Determine Payout
- Principle 8: Determine How Target Levels of Performance Are Established and Updated
- Principle 9: Develop a Budget for the Plan
- Principle 10: Determine Timing of Measurements and Payments
- Principle 11: Communicate with Those Involved
- Principle 12: Plan for the Future
- Chapter Capstone
- Chapter 1 Teams in Organizations Facts and Myths
- Part II Internal Dynamics
- Chapter 4 Designing the Team Tasks, People, and Processes
- Building the Team
- The Task: What Work Needs to Be Done?
- Is the Goal Clearly Defined?
- How Much Authority Does the Team Have?
- What Is the Focus of the Work the Team Will Do?
- What Is the Degree of Task Interdependence Among Team Members?
- Is There a Correct Solution That Can Be Readily Demonstrated and Communicated to Members?
- Are Team Members’ Interests Perfectly Aligned (Cooperative), Opposing (Competitive), or Mixed-Motive in Nature?
- How Big Should the Team Be?
- Time Pressure: Good or Bad?
- The People: Who Is Ideally Suited to Do the Work?
- Processes: How to Work Together?
- Chapter Capstone
- Building the Team
- Chapter 5 Team Identity, Emotion, and Development
- Chapter 6 Sharpening the Team Mind Communication and Collective Intelligence
- Team Communication
- Absorptive Capacity
- The Information Dependence Problem
- The Common Information Effect
- Hidden Profile
- Best Practices for Optimal Information Sharing
- Things That Don’t Work
- Effective Interventions
- Redirect and Maintain the Focus of the Discussion to Unshared (Unique) Information
- Approach the Task as a “Problem” to Be Solved, Not a “Judgment” to Be Made
- Rank Rather Than Choose
- Consider the Decision Alternatives One at a Time
- Heighten Team Members’ Awareness of the Types of Information Likely to Be Possessed by Different Individuals
- Suspend Initial Judgment
- Build Trust and Familiarity Among Team Members
- Team Reflexivity
- Communicate Confidence
- Minimize Status Differences
- Virtual Teaming
- Collaborative Problem Solving
- Collective Intelligence
- Team Learning
- Chapter Capstone
- Chapter 7 Team Decision Making Pitfalls and Solutions
- Decision Making in Teams
- Individual Decision-Making Biases
- Individual versus Group Decision Making in Demonstrable Tasks
- Decision-Making Pitfall 1: Groupthink
- Decision-Making Pitfall 2: Escalation of Commitment
- Decision-Making Pitfall 3: The Abilene Paradox
- Decision-Making Pitfall 4: Group Polarization
- Decision-Making Pitfall 5: Unethical Decision Making
- Chapter Capstone
- Chapter 8 Conflict in Teams Leveraging Differences to Create Opportunity
- Chapter 9 Creativity Mastering Strategies for High Performance
- Chapter 4 Designing the Team Tasks, People, and Processes
- Part Three External Dynamics
- Chapter 10 Networking, Social Capital, and Integrating across Teams
- Chapter 11 Leadership Managing the Paradox
- Chapter 12 Interteam Relations Balancing Competition and Cooperation
- Chapter 13 Teaming Across Distance and Culture
- Appendixes Appendix 1 Managing Meetings: A Toolkit
- Appendix 2 Tips for Meeting Facilitators
- Appendix 3 A Guide for Creating Effective Study Groups
- Appendix 4 Example Items from Peer Evaluations and 360-Degree Performance Evaluations
- References
- Name Index
- Subject Index
Making the Team: A Guide for Managers
Fifth Edition
Leigh L. Thompson
Kellogg School of Management
Northwestern University
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