How to Form a Team: Five Keys to High Performance

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Wiley, Mar 19, 2007 - Business & Economics - 30 pages
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This practical guidebook is designed for managers and leaders who have responsibility for the creation and success of teams. First, a team is described as a workgroup whose members are dependent upon one another for the completion of a given task, and whose members possess different but complementary skill sets. A team manages its own work within boundaries set by its superseding organization; has internal processes for managing communication, resolving conflicts, solving problems, making decisions, and reaching goals; and is bounded and stable over time. Five critical components are reviewed that contribute to forming an effective team: set a clear goal; build organizational support; create a team structure that empowers team members; identify key relationships between the team and stakeholders in and outside the organization; and monitor external factors to help in adapting to changing pressures, changes, and competition. When a team is formed with these principles in mind, it has a good chance of reaching success. Worksheets and checklists are included to help formulate and organize ideas and action plans. (Contains 14 references.) (RT)

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About the author (2007)

This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared-in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today's leadership and organizational challenges.
The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL's mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide.

Kim Kanaga is the director of CCL's Greensboro Campus. He has an extensive background in teambuilding initiatives, which he has used to customize team effectiveness programs for many CCL clients. Kim holds a Ph.D. in communication from Michigan State University.

Michael E. Kossler is Manager?Custom Solutions for CCL?Europe and is based in Brussels, Belgium. He is also the manager of CCL's geographically dispersed teams research project. During the last ten years, Mike has worked with hundreds of manager- and executive-level teams. Mike holds an MA in organizational communication from the University of Akron and an MM in organization development from Aquinas College.