¶ … strong team in a workplace (or in any group or organizational situation). The authors define what it means to be a team, how teams are expected to carry the load effectively, and break it down into kinds of teams. The team that is the most appealing to a person who really likes to get work done cooperatively is the "self-directed work team" (p. 3). The sharing of management responsibilities (including budgets, the hiring of new talent, scheduling of work, and evaluating its own performance) is the goal that many small teams strive for.
But one of the most important aspects of Chapter 1 is III -- "What Teams Need." So much has been written and spoken about "team-building" but teams don't have a chance of reaching the actual pinnacle of success without the tools to arrive at that pinnacle. For example, clearly defined goals and purposes should be explained and understood. What are we trying to get done? Is this company just about making money and beating the competition?...
The part of Chapter 1 that stands out is "Access to People in the Know" (in other words, as good as teams might be, without resources quickly available they cannot always produce greatness).
On page 7, the authors address one of the biggest sticking points of any organization -- resistance to change. It is always more comfortable to keep doing it the same old way, but on the other hand, change is necessary for progress. On page 9 the importance of having leadership that communicates the need for change, that describes the "vision" and presents a "clear picture" is made very clear. Change management is a subject that books have been written about and scholarly articles constantly portray as a pivotally important aspect of successful business growth.
Chapter 2:…
