Why do some teams thrive, while others struggle? In the modern workplace, employees collaborate. Managers are expected to be effective team leaders and employees are expected to be valued teammates. But many teams struggle. Being part of a struggling team can be unpleasant, but it can also hurt your career and waste company resources. In Teams That Work, Scott Tannenbaum and Eduardo Salas present the seven drivers of team effectiveness and the clearest recommendations on what really makes teams great. Applying the lessons they've learned from working with high-stakes, high-risk team situations to any kind of organization, they will dispel some of the most enduring myths (e.g., can you be both a star and a great team player?), feature the most useful psychological research, and share real-world illustrations of effective teams in action. Readers will find actionable, evidence-based tips for being an effective team leader, a great team member, a supportive senior leader, or an impactful consultant.

Based on 20 years of research, this dynamic book combines the study of teamwork and the latest applications.

One in a series of guides offering expert advice for managers, this book looks at the subject of teamworking from the inside. It shows how to make a more positive and effective contribution to ensure teams work together and achieve together.

The modern workplace is built on teamwork, but for many workers this structure feels like a necessary evil—an impediment rather than a perpetuator of success and fulfillment. The traditional approach to teamwork often pits individuals against one another with a “me-first” mentality, leading to dysfunctional teams that fail to accomplish their purpose. Fortunately, there is a better way to work. In this salient book, Russ Sarratt and Rusty Chadwick provide a framework for a different kind of team—one where personal excellence and sacrificial service at the individual level changes the narrative of the larger group. No matter the industry or profession, the success of a team and the fulfillment of its members depend on each individual’s ability and desire to contribute. Team Work introduces 13 timeless principles of teamsmanship—simple but transformative values that are revolutionizing the way teams function. Whether at work, at home, on the athletic field, or in the community, the principles of Team Work will help you develop a clear understanding of how to move your team forward and thrive in the process.

In The Discipline of Teams, Jon Katzenbach and Douglas Smith explore the often counter-intuitive features that make up high-performing teams—such as selecting team members for skill, not compatibility—and explain how managers can set specific goals to foster team development. The result is improved productivity and teams that can be counted on to deliver more than just the sum of their parts. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.

This book places current and future work team practices in historical context. Researchers from 10 countries have contributed chapters that represent developments specific to their regions and that illustrate the way ideas spread around the world. Some principles of effective teaming were independently discovered in different countries, and some principles emerged from the work of researchers like Trist, Emery, and Lewin and spread around the world. But all of the practices were driven by the dynamic tension between the psychology of the employee and business necessities. Theories and cases describe autonomous work groups, self-managed work teams, cell teams, and other collaborative work structures. Contributions to the design of such structures came from psychology, management, sociology, industrial engineering, and manufacturing. Because of the challenges inherent in reorganising work around teams instead of individuals, organizations are at different stages in evolving into 21st century work systems.

The authors argue that the move to teams has failed because teams themselves are unaware of their own needs, conflicts, and peculiarities. This text is a handbook for team members and leaders to succeed, through recognizing what teams are really like, not what they ought to be.

"Project and team leaders, do yourself a favor and make this book required reading by each member of your team!" —HR Professionals Magazine Collaborative strategies work when they're designed by teams—where each person is heard, valued, and held accountable. This book is a practical guide for project team leaders and individual contributors who want their teams to play by a better set of rules. Today's teams want more alignment among their members, better decision-making processes, and a greater sense of ownership over their work. This can be easy, even fun, if you have the right rituals. Rituals are group activities during which people go through a series of behaviors in a specific order. They give teams the ability to create a collective point of view and reshape the processes that affect their day-to-day work. In Turning People into Teams, you'll find dozens of practical rituals for finding a common purpose at the beginning of a project, getting unstuck when you hit bottlenecks or brick walls, and wrapping things up at the end and moving on to new teams. Customizable for any industry, work situation, or organizational philosophy, these rituals have been used internationally by many for-profit and not-for-profit organizations. By implementing just a few of these rituals, a team can capture the strengths of each individual for incredible results, making choices together that matter.

Stories from The Boeing Company, Loews Corporation, Michigan State University, Cornell University's Hotel School and alumni, Bank of Hawaii, HR Spinner, the NCAA, and Fiat Chrysler Automobiles illustrate how effective teams drive progress in business, associations and education. The six key characteristics of successful teams, as described by the Partners of the Effectiveness Institute, provide the framework for an enlightening discussion of what it takes for a team to produce great results.