Creating Effective Teams
A Guide for Members and Leaders
5th Edition
Published on 24. February 2015
Book
Paperback/Softback
168 pages
978-1-4833-4612-0 (ISBN)
Description
A practical guide for building and sustaining top-performing teams
Based on the author's many years of consulting experience with teams in the public and private sectors, Creating Effective Teams: A Guide for Members and Leaders describes why teams are important, how they function, and what makes them productive. Susan A. Wheelan covers in depth the four stages of a team-forming, storming, norming, and performing-clearly illustrating the developmental nature of teams and describing what happens in each stage. Separate chapters are devoted to the responsibilities of team leaders and team members. Problems that occur frequently in groups are highlighted, followed by what-you-can-do sections that offer specific advice. Real-life examples and questionnaires are used throughout the book, giving readers the opportunity for self-evaluation.
Based on the author's many years of consulting experience with teams in the public and private sectors, Creating Effective Teams: A Guide for Members and Leaders describes why teams are important, how they function, and what makes them productive. Susan A. Wheelan covers in depth the four stages of a team-forming, storming, norming, and performing-clearly illustrating the developmental nature of teams and describing what happens in each stage. Separate chapters are devoted to the responsibilities of team leaders and team members. Problems that occur frequently in groups are highlighted, followed by what-you-can-do sections that offer specific advice. Real-life examples and questionnaires are used throughout the book, giving readers the opportunity for self-evaluation.
More details
Edition
5th Revised edition
Language
English
Place of publication
Thousand Oaks
United States
Target group
College/higher education
Edition type
Revised edition
Dimensions
Height: 229 mm
Width: 152 mm
Weight
237 gr
ISBN-13
978-1-4833-4612-0 (9781483346120)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Previous edition
Book
10/2012
4th Edition
SAGE Publications Inc
€57.13
Article exhausted; check for reprint
Person
Susan Wheelan was president of GDQ Associates, Inc. Until 2001, she was a professor
of psychological studies and faculty director of the Training and Development Center
at Temple University. Dr. Wheelan received Temple University's Great Teacher Award
in 1992. She also worked as a psychologist in a number of hospital and clinical settings.
Dr. Wheelan was the author of Facilitating Training Groups; Group Processes: A
Developmental Perspective; Creating Effective Teams: A Guide for Members and Leaders;
and Faculty Groups: From Frustration to Collaboration. She was editor of the Handbook
of Group Research and Practice and coeditor of The Lewin Legacy: Field Theory in Current
Practice and Advances in Field Theory. She wrote 66 research articles for publication.
of psychological studies and faculty director of the Training and Development Center
at Temple University. Dr. Wheelan received Temple University's Great Teacher Award
in 1992. She also worked as a psychologist in a number of hospital and clinical settings.
Dr. Wheelan was the author of Facilitating Training Groups; Group Processes: A
Developmental Perspective; Creating Effective Teams: A Guide for Members and Leaders;
and Faculty Groups: From Frustration to Collaboration. She was editor of the Handbook
of Group Research and Practice and coeditor of The Lewin Legacy: Field Theory in Current
Practice and Advances in Field Theory. She wrote 66 research articles for publication.
Content
Chapter 1: Why Groups?
Groups Have a Long History of Success
We Need Groups Every Day
Groups Increase Our Knowledge Base
When Teams Are Good, They're Very, Very Good
Creating Effective Teams
How to Use This Book
Chapter 2: Effective Organizational Support for Teams
Plant Groups in a Favorable Organizational Climate
Give Groups What They Need to Do Their Best
Pick Members Based on Their Ability to Do the Task and Their Ability to Contribute to Group Success
Educate People for Group Participation Competence
Avoid Unsubstantiated Team Development and Consultation Strategies
Avoid Helping Groups Too Much
Make Sure That Each Group Has Enough Autonomy to Do Its Work but Remains Connected With the Rest of the Organization
Conduct Organizational Support Reviews Regularly
The Organizational Support Checklist
Chapter 3: From Groups to Teams: The Stages of Group Development
Stage 1: Dependency and Inclusion
Stage 2: Counterdependency and Fighting
Stage 3: Trust and Structure
Stage 4: Work
Surviving Group Development
Chapter 4: How Do High Performance Teams Function?
The Characteristics of High Performance Teams
10 Keys to Productivity
Goals
Roles
Interdependence
Leadership
Communication and Feedback
Discussion, Decision Making, and Planningication
Implementation and Evaluation
Norms and Individual Differences
Structure
Cooperation and Conflict Management
Team Performance Checklist
Chapter 5: Effective Team Members
Don't Blame Others for Group Problems
Encourage the Process of Goal, Role, and Task Clarification
Encourage the Adoption of an Open Communication Structure in Which All Member Input and Feedback Is Heard
Promote an Appropriate Ratio of Task and Supportive Communications
Promote the Use of Effective Problem-Solving and Decision-Making Procedures
Encourage the Establishment of Norms That Support Productivity, Innovation, and Freedom of Expression
Go Along With Norms That Promote Group Effectiveness and Productivity
Promote Group Cohesion and Cooperation
Effective Member Checklist
Chapter 6: Effective Team Leadership
Don't Take On Every Leadership Assignment You Are Offered
Adjust Your Leadership Style to Meet the Developmental Needs of the Group at a Particular Time
Leadership at Stage 1: Be a Directive and Confident Leader
Leadership at Stage 2: When Members Begin to Demand More Participation in Running the Group, Slowly Begin to Empower Them
Leadership at Stage 3: Involve Members in the Leadership Function
Leadership at Stage 4: Participate as an Expert Member of Your Team
Effective Leader Checklist
Chapter 7: Navigating Stage 1
Goals of Stage 1
Concerns About Safety and Inclusion
Dependency on the Designated Leader
A Wish for Order and Structure
Chapter 8: Surviving Stage 2
Goals of Stage 2
Create a Unified Group Culture
Create a Unified and Effective Group Structure
Chapter 9: Reorganizing at Stage 3
Goals of Stage 3
Fine-Tuning Roles, Organization, and Procedures
Solidifying Positive Relationships
Chapter 10: Sustaining High Performance
Goals of Stage 4
Getting the Work Done Well
Making Decisions
Cohesion and Conflict
Maintaining High Performance
Chapter 11: Virtual Teams
Video Conferences
LinkedIn
Skype
Blogging
Virtual GDQ Online Scoring Systems
Star Trek Changed The World
Chapter 12: Recent Research
On Average, How Long Does The Development Process Take?
Does Group Size Affect Group Productivity?
Does Group Age In Months Affect Group Productivity?
How Do Work Groups, In Different Sectors Function?
Do Leadership Teams Or Membership Work Teams Function More Effectively?
A Final Thought
Groups Have a Long History of Success
We Need Groups Every Day
Groups Increase Our Knowledge Base
When Teams Are Good, They're Very, Very Good
Creating Effective Teams
How to Use This Book
Chapter 2: Effective Organizational Support for Teams
Plant Groups in a Favorable Organizational Climate
Give Groups What They Need to Do Their Best
Pick Members Based on Their Ability to Do the Task and Their Ability to Contribute to Group Success
Educate People for Group Participation Competence
Avoid Unsubstantiated Team Development and Consultation Strategies
Avoid Helping Groups Too Much
Make Sure That Each Group Has Enough Autonomy to Do Its Work but Remains Connected With the Rest of the Organization
Conduct Organizational Support Reviews Regularly
The Organizational Support Checklist
Chapter 3: From Groups to Teams: The Stages of Group Development
Stage 1: Dependency and Inclusion
Stage 2: Counterdependency and Fighting
Stage 3: Trust and Structure
Stage 4: Work
Surviving Group Development
Chapter 4: How Do High Performance Teams Function?
The Characteristics of High Performance Teams
10 Keys to Productivity
Goals
Roles
Interdependence
Leadership
Communication and Feedback
Discussion, Decision Making, and Planningication
Implementation and Evaluation
Norms and Individual Differences
Structure
Cooperation and Conflict Management
Team Performance Checklist
Chapter 5: Effective Team Members
Don't Blame Others for Group Problems
Encourage the Process of Goal, Role, and Task Clarification
Encourage the Adoption of an Open Communication Structure in Which All Member Input and Feedback Is Heard
Promote an Appropriate Ratio of Task and Supportive Communications
Promote the Use of Effective Problem-Solving and Decision-Making Procedures
Encourage the Establishment of Norms That Support Productivity, Innovation, and Freedom of Expression
Go Along With Norms That Promote Group Effectiveness and Productivity
Promote Group Cohesion and Cooperation
Effective Member Checklist
Chapter 6: Effective Team Leadership
Don't Take On Every Leadership Assignment You Are Offered
Adjust Your Leadership Style to Meet the Developmental Needs of the Group at a Particular Time
Leadership at Stage 1: Be a Directive and Confident Leader
Leadership at Stage 2: When Members Begin to Demand More Participation in Running the Group, Slowly Begin to Empower Them
Leadership at Stage 3: Involve Members in the Leadership Function
Leadership at Stage 4: Participate as an Expert Member of Your Team
Effective Leader Checklist
Chapter 7: Navigating Stage 1
Goals of Stage 1
Concerns About Safety and Inclusion
Dependency on the Designated Leader
A Wish for Order and Structure
Chapter 8: Surviving Stage 2
Goals of Stage 2
Create a Unified Group Culture
Create a Unified and Effective Group Structure
Chapter 9: Reorganizing at Stage 3
Goals of Stage 3
Fine-Tuning Roles, Organization, and Procedures
Solidifying Positive Relationships
Chapter 10: Sustaining High Performance
Goals of Stage 4
Getting the Work Done Well
Making Decisions
Cohesion and Conflict
Maintaining High Performance
Chapter 11: Virtual Teams
Video Conferences
Skype
Blogging
Virtual GDQ Online Scoring Systems
Star Trek Changed The World
Chapter 12: Recent Research
On Average, How Long Does The Development Process Take?
Does Group Size Affect Group Productivity?
Does Group Age In Months Affect Group Productivity?
How Do Work Groups, In Different Sectors Function?
Do Leadership Teams Or Membership Work Teams Function More Effectively?
A Final Thought