File Name: katzenbach and smith 1993 .zip
- Discipline of Teams (HBR Bestseller)
- The Wisdom of Teams: Creating the High-Performance Organization
- The rules for managing cross‐functional reengineering teams
- The Discipline of Teams
Groups don't become teams just because that is what someone calls them. Nor do teamwork values alone ensure team performance. So what is a team? How can managers know when the team option makes sense, and what can they do to ensure team success?
Discipline of Teams (HBR Bestseller)
Today we take a look back at one of the most important articles ever to be published about high performance teamwork. Despite its age, it is as relevant now as the day it was published. To purchase the full article in PDF form, click here. Importantly, they also distinguish between work teams and work groups. It has been accepted the world over by high performance teamwork practitioners. Now, nearly 21 years later, I have seen their working definition provide clarity, insight and practical guidelines for many hundreds of work teams that we have assessed and coached via our Team Alchemy System.
Often, individuals are lumped together into committees, task forces and councils. The confusion regarding expectations from both team members and external stakeholders of how the team will operate together to deliver outputs, dooms the team to failure. They also contend that effective teams will provide performance outcomes greater than that possible from effective groups.
However it is also true that certain types of work are more appropriate for groups than for teams. So logically then, it follows that we need to be able to recognise which situations require group work and which require team work. We also need to know when and how to apply each work discipline, as each is vital to achieving appropriate collective work inputs and outputs.
Teams require higher inputs to achieve the value-added outputs, so there are trade-offs to be considered. Once we are able to diagnose the work discipline required we can then coordinate and adjust individual contribution and the contribution of our collaborators with clarity and alignment of expectations.
So being able to recognise situations that call for groups and situations that need teams is extremely important for designing fulfilling, effective, and rewarding work in organisations. Teams are best comprised of 3 — 7 members, and are of optimum value where complexity or a challenging issue requires diverse input and co-creation, e.
Teams typically require synchronistic input to the work. Groups may be made up of anywhere between 10 — people, and are best for information sharing and feedback, e. Groups also tend to be effective for aggregating individual input, often via collaboration technology, in an asynchronistic manner. So how do we go about instilling the requisite qualities and processes to guide a group to the high performance realm of real teams?
Many of these guidelines have become foundation principles of the Team Alchemy system. I will offer an abbreviated summary of them here. It is human nature to organise itself into groups. We experience them in all facets of our lives, in family life, in recreation, and at work.
They display definite characteristics which distinguish them from groups. And they produce high performance results. It was a real game changer, and continues even now to be used as a roadmap for team performance practitioners all around the world. When is a team not a team?
When to use a team, and when to use a group? Establish urgency, demanding performance standards, and direction. Select members for skill and skill potential, not personality. Pay particular attention to first meetings and actions. Initial impressions always mean a great deal. Set some clear rules of behaviour.
Set and seize upon a few immediate performance oriented tasks and goals. Challenge the team regularly with fresh facts and information. Spend lots of time together. Book Club summary It is human nature to organise itself into groups. All rights reserved.
The Wisdom of Teams: Creating the High-Performance Organization
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Skip to search form Skip to main content You are currently offline. Some features of the site may not work correctly. DOI: Katzenbach and D. Katzenbach , D. Smith Published Engineering.
The rules for managing cross‐functional reengineering teams
Groups don't become teams because that is what someone calls them. Nor do teamwork values by themselves ensure team performance. So what is a team?
The Discipline of Teams
Jon R. Katzenbach is a published author and consultant who is best known for his work on the informal organization. He is a managing director with PwC U. Over the course of his career, Katzenbach has become a recognized leader [ citation needed ] in counseling high-profile CEOs and corporate leaders.
Nor do teamwork values by themselves ensure team performance. So what is a team? How can managers know when the team option makes sense and what they can do to ensure team success? In this article, drawn from their recent book The Wisdom of Teams, McKinsey partners Jon Katzenbach and Douglas Smith answer these questions and outline the discipline that makes a real team. The essence of a team is shared commitment. Without it, groups perform as individuals; with it, they become a powerful unit of collective performance.
The survival of many organizations depends on teams capable of engendering superior innovation in business processes. Successful teams always have two things in common. They are strongly committed to a shared purpose and specific performance goals. Katzenbach, J. Report bugs here. Please share your general feedback. You can join in the discussion by joining the community or logging in here.
and one that doesn't? by. Jon R. Katzenbach; and; Douglas K. Smith. by. Jon R. Katzenbach; and; Douglas K. Smith. From the Magazine (March–April ).