Developing and Enhancing Teamwork in Organizations: Evidence-based Best Practices and Guidelines / Edition 1

Developing and Enhancing Teamwork in Organizations: Evidence-based Best Practices and Guidelines / Edition 1

ISBN-10:
1118145895
ISBN-13:
9781118145890
Pub. Date:
06/10/2013
Publisher:
Wiley

Hardcover

View All Available Formats & Editions
Current price is , Original price is $93.95. You
Select a Purchase Option (New Edition)
  • purchase options
    $88.36 $93.95 Save 6% Current price is $88.36, Original price is $93.95. You Save 6%.
  • purchase options

Overview

Developing and Enhancing Teamwork in Organizations: Evidence-based Best Practices and Guidelines / Edition 1

Praise for Developing and Enhancing Teamwork inOrganizations

"Few questions are more vital and important than teamwork, in anincreasingly interdependent and connected world. This volume is aunique and essential reference for managers, scholars and anyoneinterested in enhancing team performance. The combination of vividreal-world examples with thoughtful evidence-based frameworks willmake a lasting contribution to the study and practice of team-basedmanagement."

John Boudreau, Professor of Management andOrganization, USC Marshall School of Business

"Excellent practice insights from leading practitioners andacademics. A valuable contribution to our knowledge concerning howto create and manage teams."

—Ed Lawler, Director of Center for EffectiveOrganizations

Product Details

ISBN-13: 9781118145890
Publisher: Wiley
Publication date: 06/10/2013
Series: J-B SIOP Professional Practice Series , #33
Edition description: New Edition
Pages: 736
Product dimensions: 6.40(w) x 9.10(h) x 2.40(d)

About the Author

Eduardo Salas, PhD, is trustee chair and Pegasusprofessor of psychology at the University of Central Florida wherehe also holds an appointment as program director for the HumanSystems Integration Research Department at the Institute forSimulation and Training.

Scott I. Tannenbaum, PhD, is president and cofounder ofthe Group for Organizational Effectiveness. He has provided advice,tools, and training to many organizations, including Fortune 100companies and numerous government and military organizations.

Debra Cohen, Ph.D., SPHR, is the senior vice president ofKnowledge Development for the Society for Human Resource Managementand is responsible for the Society's Knowledge DevelopmentDivision.

Gary Latham, PhD, is the Secretary of State Professor ofOrganizational Effectiveness in the Rotman School of Management atthe University of Toronto. Gary is a past president of the Societyfor Industrial and Organizational Psychology (SIOP).

A division of the American Psychological Association andestablished in 1945, the Society for Industrial andOrganizational Psychology (SIOP) is the premier association forprofessionals charged with enhancing human well-being andperformance in organizational and work settings. SIOP has more than7,000 members.

Table of Contents

Foreword xiii

The Editors xv

The Contributors xvii

Part 1: Why Teamwork Matters in Organizations 1

1 Teamwork in Financial Institutions—Does It ReallyMatter? 3
Michael J. Castellana, CEO, SEFCU

2 Do Teams’ Leaders Really Matter? 6
COL Casey Haskins, U.S. Military Academy, West Point

3 Teamwork Matters 11
Peter J. Pronovost, Johns Hopkins University

4 Making a Difference with Health Care Teams 13
Victor V. Buzachero, Scripps Health

5 Developing Leaders on Any Team 17
George O’Leary, Head Football Coach, University of CentralFlorida

6 Teamwork and Spaceflight—An Evolving Relationship22
Daniel W. Tani, Astronaut, NASA

Part 2: The Organization and Its Influence 25

1 Silent Killers of Team Performance: How Honest, Collective,and Public Conversations Can Overcome Them 27
Michael Beer, Harvard Business School and TruePoint

2 How Organizational Process Maturity Improved Software TeamPerformance 48
Bill Curtis, CAST Software

3 Leading a Team to a Major Technological Development85
Kazem Rassouli, University of Toronto, Rotman School ofManagement

Part 3: The Team Leaders 119

4 Building Great Leadership Teams for Complex Problems121
Ruth Wageman, Harvard University

5 Developing High-Impact Teams to Lead Strategic Change154
Kate Beatty and Roland B. Smith, Center for CreativeLeadership

6 Leading Executive Teams: The Good, the Bad, and the Ugly182
Susan R. Meisinger, Society for Human ResourceManagement

7 Leading from the Helm: Lessons from America’s CupSailing Teams 208
Mark A. Clark, American University

Part 4: The Organizational Context 237

8 Virtual Teams: The How To’s of Making “BeingVirtually There” Successful 239
Debra J. Cohen and Alexander Alonso, Society for Human ResourceManagement

9 Trust and Conflict at a Distance: How Can I ImproveRelational Outcomes in Distributed Work Groups? 268
Jeanne Wilson, The College of William and Mary

10 Teamwork Improvement in Health Care: A Decade of LessonsLearned Every Organization Should Know 298
Sandra A. Almeida, MD, LLC, Healthcare Consulting, Heidi King,TRICARE Management Activity, and
Mary L. Salisbury, The Cedar Institute, Inc.

11 Why Teamwork Matters: Enabling Health Care TeamEffectiveness for the Delivery of High-Quality Patient Care331
Joanne Lyubovnikova, Aston University, and Michael A. West,Lancaster University

12 Rethinking Team Diversity Management: Evidence-BasedStrategies for Coping with Diversity Threats 373
Mirko Antino, Universidad Complutense de Madrid, RamónRico, Universidad AutonOma de Madrid,
Miriam Sánchez-Manzanares, Universidad Carlos III deMadrid, and Dora C. Lau, Chinese University of
Hong Kong

13 High Performance in Temporally Separated Team Work406
J. Alberto Espinosa, Kogod School of Business, AmericanUniversity

Part 5: The Assessments, Applications, and Interventions forTeams 439

14 Designing, Delivering, and Evaluating Team Training inOrganizations: Principles That Work 441
Megan E. Gregory, Jennifer Feitosa, Tripp Driskell, and EduardoSalas, Department of Psychology,
Institute for Simulation and Training, University of CentralFlorida, and William Brandon Vessey, EASI/Wyle, NASA Johnson SpaceCenter

15 Conducting Team Debriefings That Work: Lessons fromResearch and Practice 488
Scott I. Tannenbaum, Rebecca L. Beard, and Christopher P.Cerasoli, Group for Organizational Effectiveness, Inc.

16 Achieving Optimal Team Composition for Success520
John E. Mathieu, University of Connecticut, Scott I. Tannenbaum,Jamie S. Donsbach, and George M. Alliger, Group for OrganizationalEffectiveness, Inc.

17 How, When, and Why You Should Measure Team Performance552
Kimberly A. Smith-Jentsch, Mary Jane Sierra, and ChristopherWilliam Wiese, University of
Central Florida

18 Team Time Management: Psychological Insights for TimelyProject Performance 581
Josette M.P. Gevers and Christel G. Rutte, Einhoven Universityof Technology, Netherlands

19 Five Simple Processes That Improve High-Risk TeamEffectiveness 609
Michaela Kolbe, ETH Zurich, Switzerland

Part 6: Summary 645

20 Enhancing the Practice of Teamwork in Organizations:Emerging Themes 647
Stephanie Zajac and Eduardo Salas, University of CentralFlorida

Name Index 661

Subject Index 680

Customer Reviews

Most Helpful Customer Reviews

See All Customer Reviews