Team Building: Proven Strategies for Improving Team Performance
Now in its fifth edition, Team Building is a classic in the field of organization development. In this new edition, the authors strengthen the Four Cs framework that was introduced in the fourth edition and add a wealth of new illustrative examples, a chapter on the challenges of managing cross-functional teams, and a chapter on leading innovative teams in a competitive environment. To complement the text, the authors have developed two online assessments: one designed for use in the classroom with student teams and one designed for teams within organizations. For more information, please visit www.josseybass.com/go/dyerteamassessments. The fifth edition of Team Building provides the next generation of team leaders, team members, and team consultants with the knowledge and skills they need to create effective and high-functioning teams.
Praise for Team Building
"First rate. It is a treasure trove of ideas, tools, and examples."
—Dave Ulrich, professor, University of Michigan; partner, The RBL Group
"What an amazing gift! The 'bible' of team building has been updated and expanded. Solid theory is combined with the most practical of techniques. Practitioners of team building and OD are huge beneficiaries of this monumental work."
—Jack Zenger, cofounder and chief executive officer, Zenger-Folkman; coauthor of the best-selling The Extraordinary Leader and Results-Based Leadership
managers, team leaders, and team consultants. In fact, over 100,000 copies have been sold in several languages over the almost three decades since our father, William G. “Bill” Dyer, wrote the first edition, making it one of the most widely read books on the subject. Bill was the consummate social scientist, trained in sociology at the University of Wisconsin after World War II. He had grown up in a family of seven children (one was his half-brother Jack Gibb, another prominent social scientist)
performance challenge generally can rally individuals to a team and motivate them. When team members believe they are being asked to contribute to something important—something that counts, that has vision—they are more likely to give their best effort than will people who are asked to serve on another team or committee that seems to serve little purpose. Amazon.com, the Internet discount retailer, is known for attracting and retaining some of the best and brightest technical talent around. It
team has no way of knowing whether it is achieving its goals). The team must be careful not to have too many goals. If it has multiple goals, it should make sure the goals are prioritized so that everyone knows which goals are the most important ones. A problem that many teams experience is a lack of commitment to the team goals because they are made by the team leader and just handed to the team. When team members participate in setting the team goals, as well as in how they will be measured,
ignoring or never fully implementing the leader’s decisions. Another type of consequence is overt resistance—openly fighting or resisting what the leader wants. In this situation, ordinary problem-solving procedures have been abandoned, and a struggle ensues whenever the leader gets together with team members. Or the struggle may go underground, and although on the surface the interaction seems compatible, heavy infighting is going on behind the scenes. Some superiors try to manage subordinates
share this information with you, but we do not want to disrupt our relationship with you. Do you have any suggestions as to how we might deal with this dilemma?” This approach usually results in the leader’s asking for the data in a far different atmosphere than the one that results from confronting the leader unexpectedly with tough feedback. M A N A G I N G C O N F L I C T I N T H E T E A M 147 3. Use an outside person. It is possible for the team to go to an appropriate internal