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There are three Library databases that will help you locate recent articles on team-building. To access the databases from off-campus you will need to have a Library card.
You will find two of the databases under the category of Business. The first one is called Business and Company ASAP. To get the best results do a subject search using the words "Work groups" (no quotes). Once you get to your results clicking on View will bring up everything in reverse chronological order. Clicking on Narrow will let you refine your results. If the full text is available you will see either Text or PDF. If there is just an abstract or citation, try clicking on Find this!
The second business database is Business Source Elite. This time you should click on Advanced Search. Enter "teams in the workplace" (no quotes) into the first box and change Select a Field (optional) to SU Subject Terms. If the full text is available you will see either HTML Full Text or PDF Full Text. Otherwise try the Find this! option.
The third database is located with the General databases. Its title is Communication and Mass Media Complete. You would search it the same way you searched Business Source Elite.
These materials are not owned by the C.O.D. library. Check with your local public library, or try LINKin.
Ancona, Deborah and Henrik Bresman.
X-Teams: How To Build Teams That Lead, Innovate, And Succeed.
Harvard Business School Press, 2007.
Contents: Into a downward spiral -- A changing world -- X-team principle 1 -- X-team principle 2 -- X-team principle 3 -- X-factors -- Tools for X-teams -- Crafting an infrastructure for innovation -- X-Teams.
Barnes, Mark.
Serious Fun: Adding Buzz to Meetings, Training and Communications.
Management Books 2000 Ltd, 2007.
Annotation: A training aid useful for managers, trainers, coaches and teachers. This title is illustrated with cartoons. It includes activities such as "icebreakers" to get meetings started, exercises to provide focus on particular issues or objectives, and games to get teams working together in various contexts.
Behfar, Kristin J. and Leigh L. Thompson, editors.
Conflict in Organizational Groups: New Directions in Theory and Practice.
Northwestern University Press, 2007.
Contents: Conflict within and between organizational groups: functional, dysfunctional, and quasifunctional perspectives / Kristin J. Behfar and Leigh L. Thompson -- Garnering the benefits of conflict: the role of diversity and status distance in groups / Kathy W. Phillips and Melissa C. Thomas-Hunt -- Group heterogeneity and faultlines: comparing alignment and dispersion theories of group composition / Katerina Bezrukova, Sherry M. B. Thatcher, and Karen A. Jehn -- Does one rotten apple spoil the barrel?: using a configuration approach to assess the conflict-inducing effects of a high-neuroticism team member / Randall S. Peterson, Julie Davidson, and Lisa M. Moynihan -- Selective consequences of war / Holly Arrow ... [et al.] -- Group conflict as an emergent state: temporal issues in the conceptualization and measurement of disagreement / Gerardo A. Okhuysen and Hettie A. Richardson -- Conflict and autonomy in teams: integration and new directions for research / Claus Langfred -- The differential effects of trust and respect on team conflict / Matthew A. Cronin and Laurie R. Weingart -- Confronting members who break norms: the influence on team effectiveness / Vanessa Urch Druskat and Steven B. Wolff -- Investing in intrateam conflict / Ruth Wageman and Ashley Donnenfeld.
Bens, Ingrid.
Advanced Facilitation Strategies: Tools & Techniques To Master Difficult Situations.
Jossey-Bass Inc Publishing, 2005.
Annotation: Building upon the material covered in Facilitating with Ease! (Jossey-Bass, 2005), this volume provides tools and techniques to help experienced facilitators attain the next level of mastery. It is aimed at project leaders, managers, teachers, human resource consultants, and others who design and lead meetings in the course of their work. Particular emphasis is placed on strategies for dealing with difficult situations and dysfunctional people. The CD-ROM contains over 100 charts, graphs, checklists, and summaries as well as sample agendas and customizable evaluation forms. Annotation ©2005 Book News, Inc., Portland, OR (booknews.com)
Bens, Ingrid.
Facilitating to Lead!: Leadership Strategies for a Networked World.
Jossey-Bass Inc Publishing, 2006.
Annotation: In this volume, Bens discusses facilitation as well as redefining the role of leaders into a role that is a facilitative leader. She outlines the core values, behaviors, responsibilities, and main tools of this type of leader, in addition to problems and strategies for solving them. She describes changes in the workplace, organizational preparedness, core competencies, how to make the transition, maintaining a collaborative culture in meetings, and organizational health. The final chapter contains three performance measurement tools. Bens is a consultant, speaker, and trainer who specializes in facilitation and other skills. Annotation ©2006 Book News, Inc., Portland, OR (booknews.com)
Boynton, Andy and Bill Fischer.
Virtuoso Teams: Lessons From Teams That Changed Their Worlds.
Financial Times Management, 2006.
Abstract: At the heart of a great change or creative breakthrough you will often find a dynamic team of inspired individuals who work together to break out of the commonplace and make something remarkable happen--a team that generates more creativity, more energy and the very best performance. The rules of the game are different for virtuoso teams and their leaders. They can explode "work as usual" if let free to make it happen. This book will show you how to play to the standards of some of the greatest uncompromising, creative and catalytic teams of our times.--From publisher description.
Cannon, Mark D. and Brian A. Griffith.
Effective Groups: Concepts and Skills to Meet Leadership Challenges.
Allyn & Bacon, 2006.
Cobb, Anthony T.
Leading Project Teams: An Introduction To The Basics of Project Management and Project Team Leadership.
Sage Publications, 2005.
Annotation: Project management has become important to a wide range of industries, including everything from construction to research to nonprofit endeavor. Writing for readers with little or no experience in project management, Cobb (management, Virginia Technical U.) works primarily from the practical end, opening each chapter with case studies and introducing concepts as new managers would encounter them on the job. He covers setting goals and initial specifications, breaking down work into manageable bits, scheduling, developing project teams and their environment, leadership and creating effective reports. He offers a number of helpful tools, approaches and techniques, including a completely demystified version of the critical path methods, and also helps novices through the rigors of earned value analysis. Annotation ©2006 Book News, Inc., Portland, OR (booknews.com)
Dyer, W. Gibb, Jr. and Jeffrey H. Dyer, forward by Edgar H. Schein.
Team Building: Proven Strategies for Improving Team Performance.
Jossey-Bass Inc Publishing, 2007.
Annotation: This book is filled with the concepts, ideas, and practical suggestions that are needed for any manager to have at hand if he or she is a member or creator of a committee, team, task-force, or any other activity involving collaboration among several people. The ideas are proven by several decades of experience and well-supported in the text with numerous examples.
Gottlieb, Marvin R.
The Matrix Organization Reloaded: Adventures in Team and Project Management.
Praeger Publishing, 2007.
Contents: Evolving the matrix -- The workforce and corporate culture -- Structuring the matrix -- The challenges of the matrix -- Discovering your organization's matrix -- The changing face of leadership -- The project manager as leader -- Communication style in project management -- The matrix out of bounds -- Making the matrix work.
Harris, Thomas E. and John C. Sherblom.
Small Group and Team Communication.
Allyn & Bacon, 2007.
Hughes, Marcia M. and James Bradford Terrell.
The Emotionally Intelligent Team: Understanding and Developing the Behaviors of Success.
Jossey-Bass Inc, 2007.
Contents: Why emotional intelligence is so valuable for teams -- The business case for team emotional intelligence -- The first skill : team identity -- The second skill : motivation -- The third skill : emotional awareness -- The fourth skill : communication -- The fifth skill : stress tolerance -- The sixth skill : conflict resolution -- The seventh skill : positive mood -- The emotionally intelligent team player -- Leading the emotionally intelligent team -- Values and ethics -- Results.
Huijser, Mijnd.
Cultural Advantage: A New Model for Succeeding With Global Teams.
Intercultural Press, 2006.
Contents: Introduction -- From hurricane to drizzle -- Beyond Mars and Venus : on cultural identity -- The model of freedom : on the cultural model -- Perceptions of reality : on cultural orientations -- Paterfamilias or superman : on leadership -- Living with barbarians : on communication -- Gladiators with unequal weapons : on meetings -- Crossing the River Rubicon : on change processes -- Hunters and farmers : on corporate cultures -- Ceci n'est pas un team : on a winning intercultural team -- Appendix 1: The theories of Hofstede and Trompenaars -- Appendix 2: The origins of the model of freedom -- Appendix 3: The model of freedom in one view -- Appendix 4: Train the trainers -- Appendix 5: Literature.
Kemp, Jana M.
Moving Out of the Box: Tools for Team Decision Making.
Praeger, 2007.
Contents: Introduction: how to make decision making easier -- Equal decision-making processes: command-and-control and collaborative consensus -- ChoiceMarks defined: anti-survival, boxed-in, neutral, engaged enthusiasm, extreme excitement -- Managing extreme excitement -- Working with engaged enthusiasm -- Moving ahead with neutral -- Moving out of being boxed-in -- Listening to anti-survival for good decision making -- Consensus-driven decision making versus command-and-control decisions -- Which ChoiceMark is your worldview? -- Make a decision and move! -- Appendix: ChoiceMark questions for every stage of consensus -- Index -- About the author.
Leading Teams: Expert Solutions To Everday Challenges.
Harvard Business School Press, 2006.
Leholm, Arlen G. and Raymond Daniel Vlasin.
Increasing the Odds for High-Performance Teams: Lessons Learned.
Michigan State University Press, 2006.
Annotation: Leholm (cooperative extension, U. of Wisconsin) and Vlasin (Michigan State U.) assemble eight chapters by contributors based in the US and India who present techniques they use in a variety of team settings, including five case studies of product and service and administrative support teams such as at Quaker Oats, the Institute for Genomic Research, Bosch Corporation, Michigan State U. and Ohio State U. and their extension programs, and the Women's Interest Group from India. The authors discuss organizational and team basics, each team's context, role, and functioning, and techniques to create high performance teams. There is no index. Annotation ©2006 Book News, Inc., Portland, OR (booknews.com)
Lencioni, Patrick M. and Charles Stransky.
The Five Dysfunctions of a Team.
Random House, 2006.
Annotation: Presents a workplace fable on dysfunctional teamwork, citing the fictional example of CEO Kathryn Petersen, who identifies five "corruptions" that get in the way of her company's teamwork and how she implements action steps to overcome them.
Levi, Daniel.
Group Dynamics for Teams.
Sage Publications, 2007.
Contents: Understanding teams -- Defining team success -- Team beginnings -- Understanding the basic team processes -- Cooperation and competition -- Communication -- Managing conflict -- Power and social influence -- Decision making -- Leadership -- Problem solving -- Creativity -- Diversity -- Team and organizational culture -- Virtual teams -- Teams at work -- Team building and team training -- Evaluating and rewarding teams.
Stahl-Wert, John and Ken Jennings.
Ten Thousand Horses: How Leaders Harness Raw Potential for Extraordinary Results.
Berrett-Koehler Pub, 2007.
Contents: End of the rope -- The climb of trust -- Mounting the challenge -- Directing the charge -- Leading the cheer -- New engagement -- Engagement equation -- Taking the next step.
Napier, Rodney and Rich McDaniel.
Measuring What Matters: Simplified Tools for Aligning Teams and Their Stakeholders.
Davies-Black Publishing, 2006.
Contents: A framework for measurement -- Measuring what matters: exchanging value with stakeholders -- Owners come first: exchanging value with owners -- Customers come first: exchanging value with customers -- Employees come first: exchanging value with employees -- Stakeholders come first: the winning exchange of value -- Power tools for management -- Trust matters: the key to organizational change -- Leadership matters: a case study of a manager -- Teamwork matters: the group management questionnaire -- Performance matters: developmental supervision -- Profit matters: the PEI-Genesis story.
Somers, Matt.
Coaching at Work: Powering Your Team With Awareness, Responsibility And Trust .
Jossey-Bass Inc Publishing, 2006.
Thompson, Leigh L. and Hoon-Seok Choi, editors.
Creativity And Innovation In Organizational Teams.
Lawrence Erlbaum Associates Inc, 2005.
Annotation: Eleven contributions from behavioral scientists discuss recent research on creativity and innovation in organizations. The volume is divided into three major parts, dealing with processes at the individual, team, and organizational levels. The concluding essay describes an evolutionary framework for understanding creativity and entrepreneurship. The papers were originally presented at an international conference held at the Kellogg School of Management in June 2003. Annotation ©2006 Book News, Inc., Portland, OR (booknews.com)
Thompson, Leigh L.
Making the Team: A Guide for Managers,
Prentice Hall, 2007.
Contents: The Basics of Teamwork -- Teams in Organizations: Facts and Myths -- What Is a Team? -- Why Should Organizations Have Teams? -- Customer service focus -- Competition -- Information age -- Globalization -- Types of Teams in Organizations -- Manager-led teams -- Self-managing teams -- Self-directing teams -- Self-governing teams -- Some Observations about Teams and Teamwork -- Teams are not always the answer -- Managers fault the wrong causes for team failure -- Managers fail to recognize their team-building responsibilities -- Experimenting with failures leads to better teams -- Conflict among team members is not always a bad thing -- Strong leadership is not always necessary for strong teams -- Good teams can still fail under the wrong circumstances -- Retreats wil not fix all the conflicts between team members -- What Leaders Tell Us about Their Teams -- Most common type of team -- Team Size -- Team Autonomy versus manager control -- Team longevity -- The most frustrating aspect of teamwork -- Developing Your Team-Building Skills -- Skill 1: Accurate Diagnosis of Team Problems -- Skill 2: Theory-based Intervention -- Skill 3: Expert Learning -- A Warning -- Conclusions -- Performance and Productivity: Team Performance Criteria and Threats to Productivity -- An Integrated Model of Successful Team Performance -- Team Context -- Essential conditions for Successful Team Performance -- Performance Criteria -- The Team Performance Equation -- Conclusions -- Rewarding Teamwork: Compensation and Performance Appraisals -- Types of Team Pay -- Incentive Pay -- Recognition -- Profit Sharing -- Gainsharing -- Teams and Pay for Performance -- Team Performance Appraisal -- What is Measured? -- Who does the measuring? -- Developing a 360-degree Program -- Rater Bias -- Infation Bias -- Extrinsic Incentives Bias -- Homgeneity Bias -- hao Bias -- Fundamental Attribution Error -- Communication Medium -- Experience Effect -- Reciprocity Bias -- Bandwagon Bias -- Primacy and Recency Bias -- Ratee Bias -- Egocentric Bias -- Intrinsic Interest -- Social Comparison -- Fairness -- Guiding Principles -- Principle 1: Goals Should Cover Areas that Team Members Can Directly Affect -- Principle 2: Balance the mix of individuals and team-based pay -- Principle 3: Consult with the team members who will be affected -- Principle 4: Avoid organizational myopia -- Principle 5: Determine eligibility (who qualifies for the plan) -- Principle 6: Determine Equity Method -- Principle 7: Quantify the criteria used to determine payout -- Principle 8: Determine how target levels of performance are established and updated -- Principle 9: Develop a budget for the plan -- Principle 10: Determine Timing of Measurements and Payments -- Principle 11: Communicate with those involved -- Principle 12: Plan for the future -- Conclusions -- Internal Dynamics -- Building the Team: Tasks, People, and Relationships -- Building the Team -- The Task: What Work Needs to Be Done? -- How much authority does the team have to manage its own work? -- What is the focus of the work the team will do? -- What is the degree of task interdependence among team members? -- Is there a correct solution that can be readily demonstrated and communicated to members? -- Are team members' interests perfectly aligned (cooperative), opposing (competitive), or mixed in nature? -- How big should the team be? -- The People: Who Is Ideally Suited to Do the Work? -- Diversity -- Relationships: How do team members socialize with each other? -- Group Socialization -- Role Negotiation -- Team Norms: Development and Enforcement -- Cohesion: Team Bonding -- Trust -- Turnover and reorganizations -- Conclusions -- Sharpening the Team Mind: Communication and collective Intelligence -- Team Communication -- Message Tuning -- Message Distortion -- Biased Interpretation -- Perspective-taking failures -- Transparency Illusion -- Indirect Speech Acts -- Uneven Communication -- Intellectual Bandwidth -- The Information Dependence Problem -- The common Information Effect -- Hidden Profile -- Practicexs to Put Into Place -- Collective Intelligence -- Team Mental Models -- The Team Mind: Transactive Memory Systems -- Team Longevity: Routinization versus Innovation Trade-Offs -- Conclusions -- Team Decision Making: Pitfalls and Solutions -- Decision Making In Teams -- Individual versus Group Decision-Making -- Decision-Making Pitfall 1: Groupthink -- Learning from history -- how to avoid groupthink -- Decision-Making Pitfall 2: Escalation of Commitment -- Project Determinants -- Psychological Determinants -- Social Determinants -- Structural Determinants -- Avoiding the Escalation of Commitment Problem -- Decision-Making Pitfall 3: The Abilene Paradox -- How to Avoid the Abilene Paradox -- Decision-Making Pitfall 4: Group Polarization -- The need to be right -- The need to be liked -- Conformity pressures -- Decision-Making Pitfall 5: Unethical Decision Making -- Rational Man Model -- Pluralistic Ignorance -- Desensitization -- Accountability For Behavior -- Reward Model -- Appropriate Role Models -- Eliminate Conflicts of Interest -- Create Cultures of Integrity -- Conclusions.; Conflict in Teams: Leveraging Differences to Create Opportunity -- Types of Conflict -- Types of Conflict and Work Team Effectiveness -- Proportional and Perpetual Conflict -- Transforming Relationshiop into Task Conflict -- Team Dilemma: Group versus Individual Interests -- Strategies to enhance cooperation and minimize competition -- Perils and Pitfalls of Democracy -- Voting Rules -- Drawbacks to voting -- Coalitions -- Team Negotiations -- The BATNA Principle -- Avoid the fixed-pie fallacy -- Bild trust and share information -- Understand underlying interests -- Share information -- Make multiple proposals simultaneously -- Avoid sequential discussion of issues -- Construct contingency contracts and leverage differences -- Search for postsettlement settlements -- Invoke Norms of Justice -- What do Do When Conflict Escalates? -- Conclusions -- Creativity: Mastering Strategies for High Performance -- Creative Realism -- Measuring Creativity -- Convergent and divergent thinking -- Exploration and exploitation -- Creativity and context dependence -- Creative People or Creative Teams? -- Brainstorming -- Brainstorming on trial -- Major Threates to Team Creativity -- Social Loafing -- Conformity -- Production Blocking -- Downard Norm Setting -- What goes on during a typical group brainstorming session? -- Enhancing Team Creativity -- Trained Facilitators -- High Benchmarks -- Brainwriting-- Nominal Group Technique -- Diversify the team -- Analogical reasoning -- Creating an organizational memory -- Membership change -- Build a playground -- Electronic Brainstorming -- Advantages of electronic brainstorming -- Disadvantages of electronic brainstorming -- Capstone on brainstorming -- Conclusions -- External Dynamics -- Netowrking, Social Capital, and Integrating Across Teams -- Team Boundaries -- Insulating Teams -- Broadcasting Teams -- Marketing Teams -- Surveying Teams -- External Roles of Team Members -- Knowledge Valuation -- Netowrking: A Key to Successful Teamwork -- Communication -- Human Capital and Social Capital -- The Importance of Boundary Spanning -- Cliques versus boundary-spanning networks: Advantages and Disadvantages -- Advice for the Manager -- Structural Positioning -- Relationships Outside the Team -- Distance -- Time -- Conclusions -- Leadership: Managing the Paradox -- Leaders andthe Nature-Nurture Debate: Great Person versus Great Opportunity -- Leadership Styles -- Task Versus Person Leadership -- Transactional versus Transformational Leadership -- Active versus Passive Leadership -- Autcratic versus democratic leadership -- Team Coaching -- Types of coaching -- Leadership and Power -- Source sof power -- Using power -- Decision Analysis Model: How Participative Do You Want To Be? -- Decision Styles -- Problem Identification -- Deicsion Tree Model -- Strategies for Encouraging Participative Management -- Task Delegation -- Parallel Suggestion Involvement -- Job Involvement -- Organizational Involvement -- conclusions -- Interteam Relations: Competition and Cooperation -- Personal and Team Identity -- Intrateam and interteam respect -- Independence versus Interdependence -- Self-interest versus group-interest -- Ingroups and outgroups -- Balancing the need to belong and the need to be distinct -- Interteam Relationships -- Social Comparison Processes -- Post-merger behavior -- Intergroup conflict -- When and Why Conflict is Good -- Cohesion -- How and why organizations benefit from minority viewpoints -- Biases Associated with Intergroup Conflict -- Categorization: Us versus Them -- Ingroup bias (or "We are better than them") -- Racism and racial discrimination -- Denial -- "They all look alike": The outgroup homogeneity bias -- Strategies for Reducing Negative Effects of Intergroup Conflict -- Contact -- Cross-cut role assignments -- Conclusions -- Teamwork via Information Technology: Challenges and Opportunities -- Place-Time Model of Social Interaction -- Face-to-face communication -- Same time, different place -- Different time, same place -- Different place, different time -- Information Technology and Social Behavior -- Reduced status differences: The "weak get strong" effect -- Equalization of team members' participation -- Technology can lead to face-to-face meetings -- -- Increased time to make decisions -- Communication -- Risk taking -- Social norms -- Task Performance and quality of group decisions -- Enhancing Local Teamwork: Redesigning the Workplace -- Virtual or flexible space -- Flexible furniture -- Hoteling -- Virtual teams -- Strategies for Enhancing the Virtual Team -- Collaboratory -- Virtual Team Technology -- Initial face-to-face experience -- Temporary Engagement -- One-day videoconference -- Touching base -- Schmoozing -- Transactional Teams -- Conclusions -- Managing Meetings: A Toolkit -- Tips for Consultants and Facilitators -- A Guide for Creating Effective Study Groups -- Example Items from Peer Evaluations and 360-Degree Performance Evaluations.
Topchik, Gary S.
The First-Time Manager's Guide to Team Building.
Amacom Books, 2007.
Contents: The best team experience -- Defining a team -- The four team models -- A summary of the four models -- Mismanaging your teams -- Creating a team-based work environment -- A new set of skills -- Roadblocks on your way -- Getting to the new road -- The 10 steps of team building -- Leading your meetings -- Team-spirit key #1 : clear roles and responsibilities -- Team-spirit key #2 : open and honest communication -- Team-spirit key #3 : a supportive and knowledgeable manager/leader -- Team-spirit key #4 : decision-making authority -- Team-spirit key #5 : rewards and recognition -- Make them accountable! -- Watch out for difficult team personalities! -- Going from conflict to collaboration -- Team building as an ongoing process -- The post-its -- The original game -- A real problem -- Well-known leaders -- Team temperature -- The unsighted square -- Conclusion.
Wong, Zachary.
Human Factors in Project Management: Concepts, Tools, and Techniques for Inspiring Teamwork and Motivation.
Jossey-Bass Inc. Publishing, 2007.
Contents: Emergence of human factors -- Human factors and team dynamics in project management -- Key elements of team performance: content -- Key elements of team performance: process -- Key elements of team performance: behavior -- Secrets of managing the three key elements -- Key stages of team development -- Moving the team forward: facilitation techniques -- Personal space -- Team conflicts -- How conflicts affect personal space -- Expanding your space -- Managing good and bad behaviors -- Raising your game -- Those who break through will never go back -- Hearts and minds of human factors -- Personal leadership: putting it all together.
11 January 2007
Marianne Berger
Philosophy Librarian
630.942.2338
berger@cod.edu
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