The Wisdom of Teams: Creating the High-Performance Organization

( 6 )


Teams are fast becoming a flexible and efficient way to enhance organizational performance. Yet today's business leaders consistently overlook opportunities to exploit their potential, confusing teams with teamwork or sharing. In this book, two senior McKinsey & Co. partners argue that we cannot meet the challenges ahead, from total quality to customer service to innovation, without teams. The authors talked with hundreds of people in more than fifty different teams in thirty companies to discover what ...
See more details below
Other sellers (Hardcover)
  • All (104) from $1.99   
  • New (15) from $3.25   
  • Used (89) from $1.99   
The Wisdom of Teams: Creating the High-Performance Organization

Available on NOOK devices and apps  
  • NOOK Devices
  • Samsung Galaxy Tab 4 NOOK 7.0
  • Samsung Galaxy Tab 4 NOOK 10.1
  • NOOK HD Tablet
  • NOOK HD+ Tablet
  • NOOK eReaders
  • NOOK Color
  • NOOK Tablet
  • Tablet/Phone
  • NOOK for Windows 8 Tablet
  • NOOK for iOS
  • NOOK for Android
  • NOOK Kids for iPad
  • PC/Mac
  • NOOK for Windows 8
  • NOOK for PC
  • NOOK for Mac
  • NOOK for Web

Want a NOOK? Explore Now

NOOK Book (eBook)
$18.49 price
(Save 43%)$32.95 List Price


Teams are fast becoming a flexible and efficient way to enhance organizational performance. Yet today's business leaders consistently overlook opportunities to exploit their potential, confusing teams with teamwork or sharing. In this book, two senior McKinsey & Co. partners argue that we cannot meet the challenges ahead, from total quality to customer service to innovation, without teams. The authors talked with hundreds of people in more than fifty different teams in thirty companies to discover what differentiates various levels of team performance, where and how teams work best, and how to enhance their effectiveness. Among their findings: formal hierarchy is actually good for teams; successful team leaders fit no ideal profile; commitment to performance goals is more important than commitment to team-building goals; top management teams are often smaller and more difficult to sustain; and team endings can be as important to manage as team beginnings. The wisdom of teams lies in recognizing their unique potential to deliver results and in understanding their many benefits.

The bestselling book that thoroughly explores the remarkable benefits of teams at all levels of the organization. The authors provide dozens of real accounts and case studies that illustrate successes and failures and demonstrate what can be learned from these examples. A must-read guide for business leaders.

Read More Show Less

Editorial Reviews

Business Week
A thoughtful and well-written book filled with fascinating examples. . . . You will be hard-pressed to find a better guide to the essential building block of the organization of the future.
Business Week
Publishers Weekly
The importance of teams has become a clichi of modern business theory, but few have a clear idea of what it means. In this new edition of their best-selling primer, Katzenbach and Smith try to impart some analytical rigor to the concept. Drawing on their experience as management consultants and a plethora of case studies at companies like Burlington Northern and Motorola, they cover such topics as the optimal size of teams, coping with turnover in team personnel and nurturing "extraordinary teams" rather than "pseudo-teams." Reacting against the touchy-feely interpersonal bent of discourse on teams, they emphasize hard-nosed principles of "performance, focus, and discipline," over the softer concerns of "communication, openness and 'chemistry.'" Teams, they argue, gel and achieve not by developing "togetherness," but by tackling and surmounting specific "outcome-based" challenges ("eliminate all late deliveries...within 90 days" rather than the vaguer "develop a plan for improving customer satisfaction."). Some of the authors' recommendations are reasonably precise and practical, but too many are nebulous truisms ("[k]eep the purpose, goals, and approach relevant and meaningful") or weighed down by turgid consultant-ese ("[i]ntegrating the performance goals of formal, structural units as well as special ad hoc group efforts becomes a significant process design challenge"). The case studies are better written, but it's not clear that these inspiring anecdotes of team triumph add up to a systematic doctrine. The book leaves the impression that teams ultimately just have to learn by doing. (Mar.) THE FAMILY DINNER: A Celebration of Love, Laughter, and Leftovers Linda Sunshine and Mary Tiegreen. Clarkson Potter, $16.95 (112p) ISBN 1400045924 An ode to the joys of meatloaf and Campbell's soup, Sunshine and Tiegreen's compact book reveres that American family ritual: the family dinner. The authors-longtime friends and collaborators on books about shoes, dogs and other subjects-give the book a decidedly 1950s feel to play up the nostalgia for a time when Mom whipped up a hearty meal while Dad poured himself a cocktail and loosened his tie to dig in. Slightly idealistic ("family dinners establish the rhythm of family life and define who we are, where we come from, and where we might expect to be going"), the authors root their book in vintage photos and concepts. There's a photograph of a big Italian family-men in sleeveless undershirts and women with their hair done up-seated at a table replete with carafes of red wine; and another of a perky housewife, beaming as she takes a bottle of milk out of the fridge. Mini-essays and quotes from Calvin Trillin, Nora Ephron, Ruth Reichl and others complement the black and white photos. While corny at times, Sunshine and Tiegreen's homage is also wistful and oddly reassuring. (Mar.) Copyright 2003 Reed Business Information.
Library Journal
The authors, who are both consultants, conducted extensive interviews with companies to discover how successful teams are created and sustained. The result is not a research report but a collection of minicase histories and commentary. Some of the findings: Teams respond to performance challenges and not to managers' exhortations for more ``teamwork.'' Organizations committed to high-performance standards and willing to modify individual accountability requirements experience the greatest success with teams. Successful team leaders are not necessarily those with remarkable leadership qualities. Instead, they ``simply need to believe in their purpose and their people.'' Team leaders do real work, remove obstacles, and build trust and confidence. Recommended for larger public libraries and special business collections.-- Andrea C. Dragon, Coll. of St. Elizabeth, Convent Station, N.J.
Read More Show Less

Product Details

  • ISBN-13: 9780875843674
  • Publisher: Harvard Business Review Press
  • Publication date: 10/1/1992
  • Edition number: 1
  • Pages: 304
  • Sales rank: 615,469
  • Product dimensions: 6.52 (w) x 9.50 (h) x 1.12 (d)

Meet the Author

Jon R. Katzenbach has been with McKinsey & Company, Inc. for more than three decades, and since the mid-1980s has led the firm's worldwide organization performance and change practice.

Douglas K. Smith is a leading commentator on organizational performance and change and a former McKinsey & Company, Inc. consultant who has co-authored two previous books: Sources of the African Past and Fumbling the Future: How Xerox Invented and Then Ignored the First Personal Computer.

Read More Show Less

Read an Excerpt

Why Teams?

TEAMS have existed for hundreds of years, are the subject of countless books, and have been celebrated throughout many countries and cultures. Most people believe they know how teams work as well as the benefits teams offer. Many have had first-hand team experiences themselves, some of which were rewarding and others a waste of time. Yet, as we explored the use of teams, it became increasingly clear that the potential impact of single teams, as well as the collective impact of many teams, on the performance of large organizations is woefully underexploited -despite the rapidly growing recognition of the need for what teams have to offer. Understanding this paradox and the discipline required to deal with it are central to the basic lessons we learned about team performance.


Initially, we thought that executives and other decision makers could make teams work if only they understood the compelling argument for why teams make a difference to performance. We learned the challenge is more difficult than that. Most people, particularly business executives, already recognize the value in teams. Long-standing habits, demanding time schedules, and unwarranted assumptions, however,seem to prevent them from taking full advantage of team opportunities.

We also thought that people understood most of what differentiated a team from a nonteam, and, therefore, only needed a clearer definition of terms to take full advantage of teams. We discovered instead that most people simply do not apply what they already know about teams In any disciplined way and thereby miss the performance potential within existing teams, muchless seek out new potential team opportunities.

There is much more to the wisdom of teams than we ever expected, which we highlight in the following summary of key lessons we have learned about teams and team performance.

1. Significant performance challenges energize teams regardless of where they are in an organization. No team arises without a performance challenge that is meaningful to those involved. Good personal chemistry or the desire to "become a team," for example, can foster teamwork values, but teamwork is not the same thing as a team. Rather, a common set of demanding performance goals that a group considers important to achieve will lead, most of the time, to both performance and a team . Performance, however, is the primary objective while a team remains the means, not the end.

Performance is the crux of the matter for teams. Its importance applies to many different groupings, including teams who recommend things, teams who make or do things, and teams who run or manage things. Each of these three types of teams do face unique challenges. Teams that make or do things often need to develop new skills for managing themselves as compared to teams elsewhere in organizations. Teams that recommend things often find their biggest challenge comes when they make the handoff to those who must implement their findings. Finally, groups who run or manage things must address hierarchical obstacles and turf issues more than groups who recommend, make, or do things. But notwithstanding such special issues, any team-if it focuses on performance regardless of where it is in an organization or what it does-will deliver results well beyond what individuals acting alone in nonteam working situations could achieve.

2. Organizational leaders can foster team performance best bybuilding a strong performance ethic rather than by establishing ateam-promoting environment alone. A performance focus is alsocritical to what we learned about how leaders create organizationalenvironments that are friendly to teams. In fact, too many executives fall into the trap of appearing to promote teams for the sake of teams. They talk about entire organizations becoming a "team" and thereby equate teams with teamwork. Or they reorganize their companies around self-managing teams, and risk putting the number of officially designated teams as an objective ahead of performance. They sometimes loosely refer to their own small group at the top as a team when most people in the organization recognize they are anything but a team.

Real teams are much more likely to flourish if leaders aim their sights on performance results that balance the needs of customers, employees, and shareholders. Clarity of purpose and goals have tremendous power in our ever more change-driven world. Most people, at all organizational levels, understand that job security depends on customer satisfaction and financial performance, and are willing to be measured and rewarded accordingly. What is perhaps less well appreciated, but equally true, is how the opportunity to meet clearly stated customer and financial needs enriches jobs and leads to personal growth.

Most of us really do want to make a difference. Naturally, organization policies, designs, and processes that promote teams can accelerate team-based performance in companies already blessed with strong performance cultures. But in those organizations with weak performance ethics or cultures, leaders will provide a sounder foundation for teams by addressing and demanding performance than by embracing the latest organization design fad, including teams themselves.

3. Biases toward individualism exist but need not get in the way of team performance. Most of us grow up with a strong sense of individual responsibility. Parents, teachers, coaches, and role models of all kinds shape our values based on individual accomplishment. Rugged individualism is credited with the formation of our country and our political society. These same values carry through in our corporate families, where all advancement and reward systems are based on individual evaluations. Even when teams are part of the picture, it is seldom at the expense of individual achievement. We are taught to play fair, but "Always look out for number one!" And, most of us have taken this to heart far more deeply than sentiments such as "We're all in this together" or "If one falls, we all fail."

Read More Show Less

Table of Contents

Prologue A Note About What to Expect
Part One Understanding Teams
Chapter 1 Why Teams?
Chapter 2 One Team: A Story of Performance
Chapter 3 Team Basics: A Working Definition and Discipline
Chapter 4 High-Performance Teams: Very Useful Models
Part Two Becoming a Team
Chapter 5 The Team Performance Curve
Chapter 6 Moving up the Curve: From Individual to Team Performance
Chapter 7 Team Leaders
Chapter 8 Teams, Obstacles, and Endings: Getting Unstuck
Part Three Exploiting the Potential
Chapter 9 Teams and Performance: The Reinforcing Cycle
Chapter 10 Teams and Major Change: An Inevitable Combination
Chapter 11 Teams at the Top: A Difficult Choice
Chapter 12 Top Management's Role: Leading to the High-Performance Organization Epilogue A Call to Action
Appendix Teams Researched for Book
Selected Readings
Read More Show Less

Reading Group Guide

IntroductionSince its initial publication in 1993, The Wisdom of Teams has provided hundreds of thousands of readers with the keys to outstanding performance. A proven source of timeless insight, this revolutionary book has broad applications in the workplace and beyond. From the boardroom to the living room or classroom, the principles revealed by consultants Jon R. Katzenbach and Douglas K. Smith challenge conventional wisdom about group dynamics and explore the surprising factors that truly drive success. For anyone who feels frustrated by colleagues or despondent about underachieving in any aspect of life, The Wisdom of Teams is an effective and eye-opening trove. Topics for Discussion
  1. Jon R. Katzenbach and Douglas K. Smith assert that forming a high-performance team leads to greater success than "going it alone." In the past, have you generally preferred working independently or in a group? How did The Wisdom of Teams affect your perceptions of teamwork? How can teams benefit even the most rugged individualists?
  2. The essential ingredient in high-performance teams is the creation of quantifiable goals. What are your current professional and personal goals? Using the parameters outlined in the book, who are the bona fide members of your teams? How can you measure their performance in meeting- -- and surpassing- -- these targets?
  3. On page xxvi of their introduction, the authors discuss the crucial issue of time and its relationship to a team member's capacity. Consider the teams you currently participate in, including those that are merely working groups. How would you characterize your current capacityload? What would be the most effective way of improving your own time/capacity ratio in relation to that of your teammates?
  4. Early in the book, on page 21, the authors emphasize the distinction between real teams and other types of groups that try to work together: "Teams are discrete units of performance, not a positive set of values." Given these parameters, are you involved with any real teams? What would it take to transform some of your groups into real teams?
  5. The goals for the Burlington Northern Intermodal team (introduced in chapter two) were extraordinarily challenging, ranging from animosity between truckers and the railroad industry to the worst possible scenario for a proving ground. Do you face any similar obstacles in your life, particularly those that require "intermodal" maneuvering? What can be learned from this team's approach?
  6. What techniques can help team members foster and exploit mutual candor? What are some of the underlying reasons that can make a team inhibited rather than candid, and how can those inhibitions be eased?
  7. How would you respond to skeptics who might say that dramatic turnarounds- -- such as the tremendous reduction of errors in a Knight-Ridder newspaper's advertising department- -- could have more easily been accomplished through the work of one very detailed oversight manager?
  8. Meetings seldom rank high on anyone's list of enjoyable activities. Consider the de facto meetings you regularly attend as well as the less formal assemblies that take place in your life. How could the Team Performance Curve outlined on page 90 enhance the outcome of your various meetings, from a staff meeting at work to a parent-teacher conference at your child's school?
  9. Consider the various tasks you need to accomplish each week in all aspects of your life. How could chapter five's "vital signs," defined on page 105, enhance and ease the completion of this work?
  10. On page 133, the authors explore the conundrum of effective team leaders, summarizing the essence of the team leader's job as "striking the right balance between providing guidance and giving up control." In what ways could this concept benefit all areas of your life, even those that don't appear to be related to leadership issues? Which portion of the spectrum presents more of a challenge for you- -- providing guidance or giving up control?
  11. The authors offer clear ground rules for navigating the special situations often encountered by teams, particularly the process of getting a team unstuck or inspiring a team to rise to new levels of achievement. Which scenario best describes the status of your current primary team? Create a plan (with quantifiable results, of course) for facilitating the necessary change within the team.
  12. Page 148 features a quotation admired by Kodak's Steve Fragos and attributed to the Chinese philosopher Lao-Tzu: "When the best leader's work is done, the people say, 'We did it ourselves.'" Consider your own leadership philosophy, no matter what your job title or family role implies. Is this philosophy consistent with that of the inspiring top-management leaders you've known throughout your life?
  13. Discuss the executive team meeting transcript that begins on page 225. How might you have responded to the various issues raised in the meeting? How would you characterize the balance of power and the decision-making process within this team?
  14. Appendix A summarizes the author's counterintuitive findings, while Appendix B illustrates the fact that a flourishing team can be beneficial in a wide variety of contexts- -- from manufacturing to education. Drawing on your community, add your own questions and statements of purpose to these two grids. What answers and results can you infer from The Wisdom of Teams?
  15. In the book's epilogue, the authors discuss the incredible power of civic pride in bringing victory to the Killer Bees, a boys' high school basketball team from Bridgehampton, New York. The anecdote shows that unbridled enthusiasm is indeed the key ingredient that spawns all other attributes of a winning team. Discuss the ways in which the concept of "civic pride" can be adapted to teams in other settings. How can you ensure that this sense of pride becomes an enduring legacy?
About the Authors: Jon R. Katzenbach is a founder of Katzenbach Partners LLC, consultants in the areas of organization, leadership, and workforce performance. His published works include Why Pride Matters More Than Money, Real Change Leaders, Teams at the Top, and The Work of Teams. Douglas K. Smith is a leading consultant on organization performance and change. His published works include On Value and Values, Make Success Memorable!, Taking Charge of Change, and Fumbling the Future: How Xerox Invented, Then Ignored, the First Personal Computer. Mr. Katzenbach and Mr. Smith are both formerly of McKinsey & Company.
Read More Show Less

Customer Reviews

Average Rating 4.5
( 6 )
Rating Distribution

5 Star


4 Star


3 Star


2 Star


1 Star


Your Rating:

Your Name: Create a Pen Name or

Barnes & Review Rules

Our reader reviews allow you to share your comments on titles you liked, or didn't, with others. By submitting an online review, you are representing to Barnes & that all information contained in your review is original and accurate in all respects, and that the submission of such content by you and the posting of such content by Barnes & does not and will not violate the rights of any third party. Please follow the rules below to help ensure that your review can be posted.

Reviews by Our Customers Under the Age of 13

We highly value and respect everyone's opinion concerning the titles we offer. However, we cannot allow persons under the age of 13 to have accounts at or to post customer reviews. Please see our Terms of Use for more details.

What to exclude from your review:

Please do not write about reviews, commentary, or information posted on the product page. If you see any errors in the information on the product page, please send us an email.

Reviews should not contain any of the following:

  • - HTML tags, profanity, obscenities, vulgarities, or comments that defame anyone
  • - Time-sensitive information such as tour dates, signings, lectures, etc.
  • - Single-word reviews. Other people will read your review to discover why you liked or didn't like the title. Be descriptive.
  • - Comments focusing on the author or that may ruin the ending for others
  • - Phone numbers, addresses, URLs
  • - Pricing and availability information or alternative ordering information
  • - Advertisements or commercial solicitation


  • - By submitting a review, you grant to Barnes & and its sublicensees the royalty-free, perpetual, irrevocable right and license to use the review in accordance with the Barnes & Terms of Use.
  • - Barnes & reserves the right not to post any review -- particularly those that do not follow the terms and conditions of these Rules. Barnes & also reserves the right to remove any review at any time without notice.
  • - See Terms of Use for other conditions and disclaimers.
Search for Products You'd Like to Recommend

Recommend other products that relate to your review. Just search for them below and share!

Create a Pen Name

Your Pen Name is your unique identity on It will appear on the reviews you write and other website activities. Your Pen Name cannot be edited, changed or deleted once submitted.

Your Pen Name can be any combination of alphanumeric characters (plus - and _), and must be at least two characters long.

Continue Anonymously
Sort by: Showing all of 6 Customer Reviews
  • Anonymous

    Posted January 24, 2007

    a reviewer

    What's nice about Jon R. Katzenbach and Douglas K. Smith's book is their willingness to name the truth. They know that everyone pays lip service to teams, but few people act like they truly value teams - and fewer still actually know how teams really work. The authors point out where the hype lies and what it is hiding. Then they go a step farther. They provide a manual for creating what executives say they want: high-performance teams. They illustrate their suggestions, insights and guidelines with a lot of stories of real-world teams, focusing on what makes them work. Their rules are so clear that they leave little room for protecting any cherished illusions. As a result, we find that those readers who are willing to act upon the book's counsel will get the most from it. If you're seriously interested in diagnosing nonperforming teams and creating ones that perform, you'll enjoy this book. And, if you think you're already doing everything right, but your team mysteriously just isn't working...this may solve the puzzle.

    Was this review helpful? Yes  No   Report this review
  • Anonymous

    Posted June 22, 2013

    No text was provided for this review.

  • Anonymous

    Posted December 12, 2009

    No text was provided for this review.

  • Anonymous

    Posted July 6, 2011

    No text was provided for this review.

  • Anonymous

    Posted January 17, 2010

    No text was provided for this review.

  • Anonymous

    Posted February 13, 2010

    No text was provided for this review.

Sort by: Showing all of 6 Customer Reviews

If you find inappropriate content, please report it to Barnes & Noble
Why is this product inappropriate?
Comments (optional)