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Why Teambuilding?

Teamwork is essential for competing in today's global arena, where individual perfection is not as desirable as a high level of collective performance. In knowledge based enterprises, teams are the norm rather than the exception. A critical feature of these team is that they have a significant degree of empowerment, or decision-making authority. There are many different kinds of teams: top management teams, focused task forces, self-directed teams, concurrent engineering teams, product/service development and/or launch teams, quality improvement teams, and so on.

Team vs. Group

The difference between a team and a group is that a team is interdependent for overall performance. Teamwork is a combine effort, organized co-operation.

Building the Dream Team

Do you have a dream team or a team with a dream? Read the following advice that explains why some teams never become cohesive units:

"The Dream Team has from three to ten people, focused on a common target, with interconnected roles, complementary know-how, self-created process, and a "committed connectedness" that holds all members mutually and equally responsible and accountable for the results."¹

Build a Star Team, not a Team of Stars

Jack Welch, the legendary former CEO of GE, gives a hypothetical example.³ Assume there is a multifunctional business consisting of engineering, marketing, and manufacturing components. And the business has the best manufacturing person it has ever had - someone with excellent numbers, who produces high-quality goods on time:

"But this person won't talk with people in engineering and manufacturing. He won't share ideas with them, and won't behave in a boundaryless way with them. But now we're replacing that person with someone who may not be quite a perfect but who is a good team player and lifts the team's performance. Maybe the predecessor was working at 100% or 120%, but that person didn't talk with team members, didn't swap ideas. As a result, the whole team was operating at 65%. But the new manager is getting 90% or 100% from the whole total. That was a discovery."⁴

Strategic Alignment

In any socio-technical system the people in the system work better when they understand how they fit into the system as a whole.

To meet and exceed customer satisfaction, the business team needs to follow an overall organizational strategy.

Building Your Management Team

The necessity of building a management team is central in the concept of leader effectiveness. The management team is the entire work group as an integral unit (rather than an aggregate of individuals), governing itself within the area of freedom allowed by its position in the organizational hierarchy.... More

Cross-Functional Teams

To face today's complex challenges, you need to incorporate a wide range of styles, skills, and perspectives... More

Managing Systemic Innovation by Cross-Functional Teams

In the new era of systemic innovation, it is more important for an organization to be cross-functionally excellent than functionally excellent. Firms which are successful in realizing the full returns from their technologies and innovations are able to match their technological developments with complementary expertise in other areas of their business, such as manufacturing, distribution, human resources, marketing, and customer relationships. To lead these expertise development efforts, cross-functional teams, either formal or informal, need to be formed. These teams can also find new businesses in white spaces between existing business units... More

Managing Cross-Cultural Differences

Cultural differences in multicultural teams can create misunderstandings between team members before they have had a chance to establish any credibility with each other. Thus, building trust is a critical step in creation and development of such teams. As a manager of a multicultural team, you need to recognize that building trust between different people is a complex process, since each culture has its own way of building trust and its own interpretation of what trust is.... More

Case in Point: National Basketball Association (NBA)

High-performing teams do not carry underperforming C players for long. In the National Basketball Association (NBA), 20% of players are traded every year.

Cases in Point: General Electric (GE)

At General Electric (GE), Jack Welch required all managers should learn to become team players and coaches. He also took steps against those managers who wouldn't learn to become team players by cutting the bottom 10% every year. "One of the surest ways to raise the level of a team is to cut from the bottom and add to the top,"³ said Welch...More

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