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Understanding why Teams Underperform

Understanding why Teams Underperform
Ingen vurdering ennå
ISBN: 978-87-403-0799-3
1 utgave
Sider : 34
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Om boken

  1. Beskrivelse
  2. Innledning
  3. Innhold

Beskrivelse

Rebuilding an underperforming team can be a huge challenge. Know the four key behaviours you must demonstrate to turn your team around. It also shows you how to recognize GroupThink and Ingroup behaviour and what to do to prevent them becoming a problem.

This eBook explains why teams underperform and provides practical advice about how to identify and fix performance problems. It also describes the six ‘silent barriers’ to performance that cannot be tackled directly because they result from issues that senior management prefers to ignore.

Innledning

Rebuilding an underperforming team can be a huge challenge. This eBook explains why teams underperform and provides practical advice about how to identify and fix performance problems.

You will learn:

  • The four essential behaviors you must demonstrate in order to turn around an underperforming team.
  • How to deal with the problems inherent in matrix or cross-functional teams where you do not have authority over all of the team members
  • The six ‘silent barriers’ to performance that cannot be tackled directly because they result from issues that senior management prefers to ignore.
  • How to recognize the symptoms of GroupThink and prevent it from becoming a problem in your team.
  • How to stop Ingroup behavior having an adverse effect on your team’s performance and reputation within the organization.

Innhold

  1. Herzberg’s Hygiene Theory
  2. Leading Teams – Hackman
  3. Six Silent Barriers – Beer et al.
  4. Why do Teams Underperform?
    1. Lack of Clarity and Focus
    2. Lack of Ability
    3. Lack of Confidence
    4. Lack of Direction
    5. Lack of Motivation
    6. Matrix Management Issues
  5. Turning Underperformance Around
    1. Learning Your Team’s History
    2. Know Your Team
  6. GroupThink and Ingroup Behavior
  7. Summary
  8. References
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