6 Habits of Highly Effective Teams
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6 Habits of Highly Effective Teams Overview
In the modern organization, considerable responsibility and
authority are delegated to and exercised by teams. Teams plan and deliver
client projects and address a wide variety of internal company needs, such
as strategic planning, system improvements, and operational
decision-making.
While any group that is brought together for a common purpose can be
labeled a "team," what characteristics make a team truly effective? How can
the "whole" become greater than the sum of the group's individual parts?
How does a team perform better than individuals might perform on their
own?
In 6 Habits of Highly Effective Teams, management consultants Stephen
E. Kohn and Vincent D. O'Connell provide a model of superior team
performance that draws on the coauthors' 50 years of combined
organizational development experience and research. Highly effective teams,
Kohn and O'Connell insist, are characterized less by the technical
competencies of individual team members and more by widespread agreement
and alignment with a small but extremely relevant set of team processes,
values, and understandings.
By focusing on and reinforcing a half dozen team "habits," groups can
develop the type of synergies that define collaborative excellence. The
model is simple and practical, but it can yield extremely powerful results
for any size organization.
Paralleling their previous publication--6 Habits of Highly Effective
Bosses--Kohn and O'Connell's combined wisdom and practical exercises will
show anyone trying to make a more potent contribution to an important team
effort exactly what to do.
6 Habits of Highly Effective Teams Specifications
In the modern organization, considerable responsibility and
authority are delegated to and exercised by teams. Teams plan and deliver
client projects and address a wide variety of internal company needs, such
as strategic planning, system improvements, and operational
decision-making.
While any group that is brought together for a common purpose can be
labeled a "team," what characteristics make a team truly effective? How can
the "whole" become greater than the sum of the group's individual parts?
How does a team perform better than individuals might perform on their
own?
In 6 Habits of Highly Effective Teams, management consultants Stephen
E. Kohn and Vincent D. O'Connell provide a model of superior team
performance that draws on the coauthors' 50 years of combined
organizational development experience and research. Highly effective teams,
Kohn and O'Connell insist, are characterized less by the technical
competencies of individual team members and more by widespread agreement
and alignment with a small but extremely relevant set of team processes,
values, and understandings.
By focusing on and reinforcing a half dozen team "habits," groups can
develop the type of synergies that define collaborative excellence. The
model is simple and practical, but it can yield extremely powerful results
for any size organization.
Paralleling their previous publication--6 Habits of Highly Effective
Bosses--Kohn and O'Connell's combined wisdom and practical exercises will
show anyone trying to make a more potent contribution to an important team
effort exactly what to do.
