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Why Teams Don't Work: What Went Wrong and How to Make it Right (Business Essentials)

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Why Teams Don't Work: What Went Wrong and How to Make it Right (Business Essentials) (Paperback)

by Harvey Robbins (Author), Michael Finley (Author)

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Product details

Paperback: 249 pages
Publisher: Texere Publishing,US; New ed edition (26 Aug 2000)
Language English
ISBN-10: 1587990253
ISBN-13: 978-1587990250
Product Dimensions: 19.4 x 13 x 2 cm

Average Customer Review: 4.0 out of 5 stars See all reviews (1 customer review)

Amazon.co.uk Sales Rank: 156,596 in Books (See Bestsellers in Books)

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Product Description

Today's companies are fast turning to teams for organizing and doing work. Yet, many managers have found teams prone to problems that make them ineffective. But fad or not, teams are here to stay - and when they do work, companies and managers benefit enormously. In this much acclaimed book (winner of the Financial Times Global and Business Books Award) - now updated and revised - the authors identify the obstacles that prevent teams from achieving their potential. They provide practical methods and tools to enable team members and managers to make the promising of teams - greater effiency, flexibility and productivity - come true.

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21 of 22 people found the following review helpful:

4.0 out of 5 stars Not a "happy-talk team book" and all the better for it., 5 Jan 2003

By	C. M. Perkins (Stirling, Scotland.) - See all my reviews (TOP 500 REVIEWER) (REAL NAME)

Originally, I misunderstood the title. I thought they were saying "Teams don't work and here's our alternative". What they are actually saying is "Teams are a really good thing - here's how you can avoid the most common pitfalls and have excellent teams".

The book centres around their concept of 'team intelligence', which is knowing how to work together to survive and succeed. 'Teams' is actually too narrow a scope for this book, you can apply the ideas to workplace collaboration generally. If we can coach people to work together better, improve understanding, communications and problem solving skills, we'll have more productive organisations.

Robbins and Finley use four behavioural profiles developed by a psychologist called David Merril to explain individual behaviour within teams (these are Analytical, Driver, Amiable and Expressive). I much prefer Belbin's team roles - the wider classification provides more scope, and is more widely known and understood. However, Merril's four profiles suffice, and if you prefer other definitions the book won't be any less valuable.

They stick to conventional wisdom in their explanation of team evolution, using Tuckman's model (Forming, Storming, Norming and Performing). This is a thorough introduction for anyone who isn't familiar with Tuckman's work, and provides some good new ideas on how to manage teams through the process for people who are.

I found the most enlightening section of the book to be the dispelling of team Myths that Robbins and Finley do convincingly. These include the myth of outdoor teambuilding events; the myth that sports teams and work teams are similar; and the myths of team leadership.

If you are an HR practitioner who has to deal with numerous requests from line managers for "team building events" - and they specifically want something sporty or outdoors - read these chapters and reconsider if that is the best use of your budget....

At the beginning of the book the authors warn the reader that this isn't going to be a "happy-talk team book" and it isn't (which is good). They get right to the heart of why teams fail to live up to expectations, and they tell you what you need to do to fix them.

If you were enchanted by the promise of teams and have been disillusioned by the reality, this book will probably restore your faith.

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