The new why teams don't work : what goes wrong and how to make it right / Harvey A. Robbins, Michael Finley.

Includes bibliographical references and index.

Table of Contents; Preface; What's New; Acknowledgments; Part One: The Dream of Teams; Chapter 1 The Team Ideal; Chapter 2 Team Instinct; Chapter 3 Individual Needs vs. Team Needs; Chapter 4 Teamwork vs. Socialwork; Part Two: Where Teams Go Wrong; Chapter 5 Misplaced Goals, Confused Objectives; Chapter 6 Bad Decision Making; Chapter 7 Empowerment Uncertainties; Chapter 8 Unresolved Roles; Chapter 9 The Wrong Policies and Procedures; Chapter 10 The People Problem; Chapter 11 Dealing with Difficult People; Chapter 12 Leadership Failure; Chapter 13 Faulty Vision

Chapter 14 Toxic Teaming AtmosphereChapter 15 Competitive Hazards; Chapter 16 Communication Shortfalls; Chapter 17 Rewards and Recognition; Chapter 18 Trust Hell; Chapter 19 Change Issues; Part Three: Team Myths; Chapter 20 The Myth of Adventure Learning; Chapter 21 The Myth that Sports Teams and Work Teams Are Similar; Chapter 22 The Myth of Personality Type; Chapter 23 Myths of Team Leadership; Chapter 24 The Myth that People Like Working Together; Chapter 25 The Myth that Teamwork Is More Productive than Individual Work; Chapter 26 The Myth of "The More, the Merrier" on Teams

Chapter 27 The Myth that a Team Must Somehow Have More than One Team Member to be a TeamChapter 28 The Myth that Teams Work Everywhere; Part Four: Turning Teams Around; Chapter 29 Moving Teams through Stages toward Success; Chapter 30 Teams and Technology; Chapter 31 Long-Term Team Health; Epilogue: Toward Team Intelligence; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; Q; R; S; T; U; V; W; X; Z; About the Authors

The move to teams has largely failed, say Harvey Robbins and Michael Finley, mainly because teams themselves are failing to think through the human implications of teaming. The New Why Teams Don't Work is a handbook for team members and team leaders to maintain the highest possible level of team intelligence-the skills, attitudes, and emotional flexibility to get the most out of a team's inherent differences. Describing what teams are really like, not how they ought to be, the book teaches people how to work together to make decisions, stay in budget, and achieve team goals. Robbins and Finley show, for instance, how to get hidden agendas on the table, clarify individual roles, learn what team members expect and want from each other, choose the right decision-making process, and much more. Updated throughout, the book includes completely new material on team intelligence, team technology, collaboration vs. teamwork, team balance, teams at the top, the team of one, plus all new and updated examples.

Description based on print version record.