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The New Why Teams Don't Work: What Goes Wrong and How to Make It Right, by Harvey Robbins, Michael Finley
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The move to teams has largely failed, say Harvey Robbins and Michael Finley, mainly because teams themselves are failing to think through the human implications of teaming. The New Why Teams Don't Work is a handbook for team members and team leaders to maintain the highest possible level of team intelligence-the skills, attitudes, and emotional flexibility to get the most out of a team's inherent differences.
Describing what teams are really like, not how they ought to be, the book teaches people how to work together to make decisions, stay in budget, and achieve team goals. Robbins and Finley show, for instance, how to get hidden agendas on the table, clarify individual roles, learn what team members expect and want from each other, choose the right decision-making process, and much more.
Updated throughout, the book includes completely new material on team intelligence, team technology, collaboration vs. teamwork, team balance, teams at the top, the team of one, plus all new and updated examples.
- Sales Rank: #1034524 in eBooks
- Published on: 2000-09-01
- Released on: 2000-08-15
- Format: Kindle eBook
Most helpful customer reviews
4 of 4 people found the following review helpful.
A good place to start for teaming basics
By Amazon Customer
Teams have been touted as efficient, creative and able to innovate quickly for many years now. In this flood of books, articles and teamwork guru's, many organizations have been changing their organizational structure from traditional managerial hierarchies to team-based work. Unfortunately, teams don't always bring the results that management was hoping for. Why not?
Authors Harvey Robbins and Michael Finley say that there are many reasons why teams may not be working, but the principle one is that managers have forgotten that teams are made up of human beings. A team is not a piece of machinery that can be assembled and then turned on. It is a collection of human beings with all their various faults, ambitions, and insecurities, who are attempting to work together. Using teams does not mean that leadership is no longer required. Teams need to be led, motivated and nurtured. The strength of teams is creative, an opportunity to bring the expertise of many different people together to reach a common goal. When teams are used simply as cost-cutting devices to replace middle management, this primary strength of teams is being ignored.
Here is some of the advice the authors have for building and maintaining successful teams:
· Make sure the team members remain focused on the common goal.
· Make sure that the goal is clear to everyone and attainable in small steps.
· Make sure the team knows who their customer is.
· Make sure the roles of different team members are clear, and everyone knows who is responsible who which decisions.
· Listen to the concerns and conflicts of all team members. Take action to address their concerns.
25 of 25 people found the following review helpful.
A breath of fresh air on a stale topic.
By A Customer
If you're going to read this book, be prepared. This is not a book of sports metaphors. This is not a ritualistic hosanna to the glory of teams. This is not "rah, rah, sis-boom-boaster, teams are the best thing since the wide-slot toaster."
In fact, Why Teams Don't Work is that rarest of beasts: a book of truths. Using language that is remarkably entertaining, honest, and brief, Robbins and Finley dissect the hackneyed assumptions about teams to explain why so many companies that switched to teams "have not been experiencing the organizational bliss they counted on." A simple matrix of fourteen team problems, symptoms, and solutions - one of the blessedly few diagrams in the book - sets the tone. Teams don't work because they're made up of people: people who don't communicate, people who are uncertain, people who lack feedback and tools, people who are (surprise!) reluctant to jump on a live grenade to save the team.
A recipe for pessimism? Not at all. The authors' antidote to "happy talk" team books emphasizes common sense recommendations.
* "Form teams only when they make sense."
* "Adapt your style to suit the needs of whoever you're communicating with."
* Since there are at least six ways to make a team decision, "the important thing is that the team decide, in advance, what decision making method will be used."
* "The more goals and objectives a team is handed, the worse their performance will be. If a task doesn't appear on the high priority, short-term goals/objectives list, the hell with it."
These may not sound like epiphanies, but they are ultimately more practical than rhapsodic cheerleading or abstruse four-box models. Robbins and Finley believe in teams because they do produce results - if you can avoid the pitfalls.
Why Teams Don't Work can be inconsistent. In their rejection of algorithms and hard-and-fast rules, the authors sometimes substitute pithy ideas and aphorisms for diagnostic tools or practical solutions. Nor do they offer revolutionary research that sets aside past thinkers; the book is peppered with quotations from the likes of Peter Senge, Wm. Edwards Deming, and B. W. "Forming-Storming-Norming-Performing" Tuckman. Nonetheless, Why Teams Don't Work makes for terrific reading: clear, realistic, and genuinely amusing. If you believe in magic and mantras and the panacea of teams, read something else. If you want to find the truth and enjoy yourself at the same time, read Why Teams Don't Work.
3 of 3 people found the following review helpful.
How to work with others to make decisions
By Midwest Book Review
In The New Why Teams Don't Work: What Goes Wrong And How To Make It Right, Harvey Robbins and Michael Finley effectively collaborate to explain how to work with others to make decisions, stay in budget, and achieve team goals. They also reveal how to get hidden agendas on the table, clarify individual roles, learn what team members expect and want form each other, and to choose the right decision-making process for the task at hand. This updated and revised edition of The New Why Teams Don't Work features a new section on team leadership which explores the necessary qualities and skills a leader must have; new concepts for addressing team problems such a boundary management; an in depth examination of "team of one" mentality and how to eliminate it; an expanded definition of teams that sees teams and their problems everywhere; the myths of teams and why a sports team is a fitting metaphor or template for like a business team. The New Why Teams Don't Work is very highly recommended and informative reading for anyone charged with the responsibility of team leadership, membership, or management.
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