To discover what differentiates various levels of team performance, where and how teams work best, and how to enhance their effectiveness, the authors talked with hundreds of people involved in more than fifty different teams. The "Wisdom of Teams" includes stories and case examples involving real people and situations and shows why teams will be the primary building blocks of company performance in the future. Commitment to performance goals and common purpose is more important to team success than team building Opportunities for teams exist in all parts of the organisation. Successful team leaders do not fit an ideal profile and are not necessarily the most senior people on the team.
The Wisdom of Teams
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About the Author
Jon R. Katzenbach has been with McKinsey & Company, Inc. for more than three decades, and since the mid-1980's has led the firm's worldwide organization performance and change practice.
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First Sentence
TEAMS have existed for hundreds of years, are the subject of countless books, and have been celebrated throughout many countries and cultures. Read the first page Browse Sample Pages
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
TEAMS have existed for hundreds of years, are the subject of countless books, and have been celebrated throughout many countries and cultures. Read the first page Browse Sample Pages
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Most Helpful Customer Reviews
15 of 15 people found the following review helpful
By A Customer
Format:Paperback
To skim read this book provides only a hint of the wealth of common sense it holds. I have just re-read it, fully this time and found the details it gives are so accurate in terms of distinguishing between Groups, Teams and High Performance Teams. The concepts of Purpose, Goals and Approach are fundamental to the success of Teams and are well explained. The section on whether Teams are more effecive than Groups at the senior management level is quite enlightening. I particularly liked the stories, which illustrate the concepts and bring it to life. It is however a long read at 265 pages of what is sometimes repetitive information. But the repetition may be ncessary to bring the point home.
5 of 5 people found the following review helpful
By Rolf Dobelli
TOP 500 REVIEWER
Format:Hardcover
What's nice about Jon R. Katzenbach and Douglas K. Smith's book is their willingness to name the truth. They know that everyone pays lip service to teams, but few people act like they truly value teams - and fewer still actually know how teams really work. The authors point out where the hype lies and what it is hiding. Then they go a step farther. They provide a manual for creating what executives say they want: high-performance teams. They illustrate their suggestions, insights and guidelines with a lot of stories of real-world teams, focusing on what makes them work. Their rules are so clear that they leave little room for protecting any cherished illusions. As a result, we find that those readers who are willing to act upon the book's counsel will get the most from it. If you're seriously interested in diagnosing nonperforming teams and creating ones that perform, you'll enjoy this book. And, if you think you're already doing everything right, but your team mysteriously just isn't working...this may solve the puzzle.
3 of 3 people found the following review helpful
Format:Paperback
Written a while ago, this best seller is one of the better quality books on teamwork.
The book is the result of research into why teams are important and what separates effective from ineffective teams.It guides organizations into how to harness and enhance the energy, that teams can contribute to become a high performance organization.The contents of this book will not date.
If you are seeking to enhance your organization design and results. Changing Structure and processes etc the authors argue is not enough. The 'best results' come when teams are built into and used as part of the change process. On page 252 they say:
'No major company we know is pursuing an energized, productive workforce without the conscious use of teams.'
The authors make a clear distinction between working groups and teams, and in which situations to use them to enhance performance. The authors point out that a working group can be effective, but demonstrate the advantage of striving to create an effective team. This is expanded on when they present the concept/model of the team performance curve.[page 85] This brings together team effectiveness and the performance impact of the team.
The section [page 119] on common approaches to building team performance is well set out and provides eight guidelines, that you can easily apply to your own situation. These are summarized to help you move a team up the team performance curve, which is dealt with in chapter five.
Another positive feature is to be found on page 196, where they pose some important questions in relation to handling major change.... Read more ›
The book is the result of research into why teams are important and what separates effective from ineffective teams.It guides organizations into how to harness and enhance the energy, that teams can contribute to become a high performance organization.The contents of this book will not date.
If you are seeking to enhance your organization design and results. Changing Structure and processes etc the authors argue is not enough. The 'best results' come when teams are built into and used as part of the change process. On page 252 they say:
'No major company we know is pursuing an energized, productive workforce without the conscious use of teams.'
The authors make a clear distinction between working groups and teams, and in which situations to use them to enhance performance. The authors point out that a working group can be effective, but demonstrate the advantage of striving to create an effective team. This is expanded on when they present the concept/model of the team performance curve.[page 85] This brings together team effectiveness and the performance impact of the team.
The section [page 119] on common approaches to building team performance is well set out and provides eight guidelines, that you can easily apply to your own situation. These are summarized to help you move a team up the team performance curve, which is dealt with in chapter five.
Another positive feature is to be found on page 196, where they pose some important questions in relation to handling major change.... Read more ›
1 of 1 people found the following review helpful
Format:Paperback
I first came across this book a few years ago whilst working for Coca-Cola. I found it useful and informative then. I have recently re-read it as I now work in a different field in the Middle East, with a new set of challenges especially with respect to teams and team working.
It was great to review some of the key issues on team vs work group - and how culturally in some environments work groups are actually highly effective. This book puts it "as it is" - and is a great vehicle to both provoke debate and guide you forward
It was great to review some of the key issues on team vs work group - and how culturally in some environments work groups are actually highly effective. This book puts it "as it is" - and is a great vehicle to both provoke debate and guide you forward
By Melvin
Format:Paperback|Amazon Verified Purchase
The building of high performance teams is a concept that fascinates me. In this book the authors thoroughly research the concept and illustrate this with some intriguing examples. There are several good ideas and concepts in this book although slightly hidden underneath the surface. The structure could have been a bit better, there are few illustrations to illustrate the point (although those used are really good, for instance the team performance curve) and the examples used could have been a bit more dramatic. Good book on an extremely vital topic although slightly underwhelming
1 of 8 people found the following review helpful
By A Customer
Format:Hardcover
A must read for organizations, both business and government wishing to utilize the strength of teams to further performance and accountability.
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