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An excellent resource for managers at every stage of the game, this text offers insight to help leaders and team members maximize their success. KEY TOPICS: Teams in Organizations: Facts and Myths; Performance and Productivity: Team Performance Criteria and Threats to Productivity; Rewarding Teamwork: Compensation and Performance Appraisals; Designing the Team: Tasks, People, and Processes; Team Identity, Emotion, and Development; Sharpening the Team Mind: Communication and Collective Intelligence; Team Decision Making: Pitfalls and Solutions; Conflict in Teams: Leveraging Differences to Create Opportunity; Creativity: Mastering Strategies for High Performance; Networking, Social Capital, and Integrating across Teams; Leadership: Managing the Paradox; Interteam Relations: Competition and Cooperation; Teamwork via Information Technology: Teaming across Distance and Culture
APPENDIX 1: Managing Meetings: A Toolkit
APPENDIX 2: Tips for Consultants and Facilitators
APPENDIX 3: A Guide for Creating Effective Study Groups
APPENDIX 4: Example Items from Peer Evaluations and 360-Degree Performance Evaluations
When I wrote Making the Team in 2000, my intent was to introduce leaders, managers, and executives to practical research on groups and teams. This enterprise required an integration of theory, research, and application. Five professors—Dave Messick, Keith Murnighan, Mark Rittenberg, Brian Uzzi, and I—offer a three-day course for executives in team leadership at the Kellogg School of Management at Northwestern University. Moreover, Kellogg offers a full-term course on teamwork to our MBA students. This book is dedicated to the students of Kellogg's executive program and MBA program.
The title of the book, Making the Team, has two audiences: leaders and team members. For the leader, the book directs itself toward how teams can be designed to function optimally; for those people who are members of teams, the book focuses on the skills necessary to be a productive team member.
Since the publication of the first version, many advances have occurred in team and group research. Every chapter has been updated with new information, new research, updated examples, and more. Specifically, I have made three major changes to the revised version of Making the Team:
In addition to the changes discussed, which affect all chapters and sections of the book, several chapters have undergone updates as new theory and research has broken ground and as our world has been shaped by events such as September 11, 2001, and the rash of corporate fraud. For example, Chapter 6 ("Team Decision Making") now has a new section on decision making and ethics. In addition, all of the chapters have undergone a serious facelift. The revision was sparked not only by advances—as well as calamities—in the corporate world, but also even more so by the great scientific research on teamwork that my colleagues have relentlessly contributed to the field of management science in the past three years, since the first edition went to press.
One of the reasons why I love this field is because there are so many wonderful people with whom to collaborate. The following people have had a major impact on my thinking and have brought joy and meaning to the word "collaboration": Cameron Anderson, Linda Babcock, Max Bazerman, Terry Boles, Jeanne Brett, Susan Brodt, John Carroll, Hoon-Seok Choi, Jennifer Crocker, Gary Fine, Craig Fox, Adam Galinsky, Wendi Gardner, Dedre Gentner, Robert Gibbons, Kevin Gibson, James Gillespie, Rich Gonzalez, Deborah Gruenfeld, Reid Hastie, Andy Hoffman, Molly Kern, Peter Kim, Shirli Kopelman, Rod Kramer, Laura Kray, Terri Kurtzburg, John Levine, Allan Lind, George Loewenstein, Jeff Loewenstein, Denise Lewin Loyd, Beta Mannix, Kathleen McGinn, Vicki Medvec, Tanya Menon, Dave Messick, Terry Mitchell, Don Moore, Michael Morris, Keith Murnighan, Janice Nadler, Maggie Neale, Erika Petersen, Kathy Phillips, Robin Pinkley, Mark Rittenberg, Ashleigh Rosette, Ken Savitsky, Elizabeth Seeley, Vanessa Seiden, Marwan Sinaceur, Harris Sondak, Tom Tyler, Leaf Van Boven, Kimberly Wade-Benzoni, Laurie Weingart, and Judith White.
The revision of this book would not have been possible without the dedication, organization, and creativity of Rachel Claff, who created the layout, organized the information, edited the hundreds of drafts, mastered the figures, and researched many of the case studies for this book.
In this book, I talk quite a bit about the "power of the situation" and how strongly the environment shapes behavior. The Kellogg School of Management is one of the most supportive, dynamic environments that I have ever had the pleasure to be a part of. In particular, Dean Dipak Jain and Associate Deans David Besanko and Robert Magee have created an environment in which teaching and research are happily married and very productive. My colleagues across the Kellogg School are uniquely warm, constructive, and generous. Ken Bardach, former dean of Kellogg's Executive Education, was particularly visionary in his development of programs on teamwork. Directing the KTAG (Kellogg Teams and Groups) Center and the Behavioral Laboratory has been a pleasure beyond compare. I am very grateful for the generous grants I have received through the years from the National Science Foundation's Decision, Risk and Management Program, the Kellogg Teams and Groups Center, and its sister, the Dispute Resolution Research Center.
This book is very much a team effort of the people I have mentioned here, whose talents are diverse, broad, and extraordinarily impressive. I am deeply indebted to my colleagues and students, and I feel very grateful that they have touched my life and this book.