Discipline of Teams

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Discipline of Teams

The Discipline of Teams

Jon R. Katzenbach

Douglas K. Smith

Harvard Business Review

July-August 2005

p. 1-9

Performance

Exploit the power of positive feedback, recognition, and reward

Spend lots of time together

Challenge the group regularly with fresh facts and information

Set and seize upon a few immediate performnace oriented tasks and goals

Set some clear rules of behavior

Pay particular attention to first meetings and actions.

Slect members for skill and skill potential, not personality

Establish urgency, demanding performance standards, and direction

Types of teams

Teams that run things

Determining whether a real team approach is the best one

Teams that make or do things

Teams that recommend things

Challenges

dealing with the ultimate handoff

get off to a fast and construcive start

Elements

mutual accountability

complementary skills

Interpersonal skills

Problem solving and decision making skills

Technical or functional expertise

performance goals

Attainability of golas helps team maintain their focus

Specificity facilitates clear communication and constructive conflict

Goals help define a set of work products

common commitment and purpose

Translate common purpose into specific performance goals

The best teams invest a tremendour amount of time and effort exploring, shaping, and agreeing on a purpose that belongs to them both collectively and individually

Most successful teams shapre their purposes in response to a demand or opportunity put in their path

Develop direction, momentum, and commitment by working to shapre a meaningful purpose

Definition

"a small number of people with complementary skills who are committed to a common purpose, set of perofrmance golas, and apprach for which they hold themselves mutually accountable."

Usually smaller groups

A team is more than the sum of its parts

Teams are not working groups because they require both individual and mutual acocuntability