Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. In the eleventh and final chapter, the author explores a series of assertions pertaining to team management made by professionals within the intelligence community. The author examines each assertion, determining the obstacle as well as the opportunity for constructive change that each presents.
Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 10 opens with a quick summary of the six enabling conditions for effective teamwork. The primary focus of the chapter is on what the author calls the 60-30-10 rule. Developed to help leaders better manage their teams, the rule states that 60% of the difference in how well a team performs is affected by foundation the leader builds for the team before it even begins any work, 30% is attributable to the launch of the team, and 10% is determined by how the leader handles the team once work is under way.
Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 9 discusses the last of the six enabling conditions for effective teamwork: provide appropriate coaching. First the author examines the benefits of coaching a team simultaneously as opposed to its members individually. Next, he discusses the primary focus of coaching, arguing that the most effective coaching doesn't focus on managing interpersonal relationships but on the actual work the team is doing. He then discusses the importance of well-timed coaching sessions by drawing upon research mapping the life cycle of a team and identifying specific points where coaching is most effective. The chapter concludes with five brief guidelines for effective coaching.
Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. In chapter 8, the author discusses the fifth of the six enabling conditions for effective teamwork: the importance of organizational support to team performance. This chapter focuses on how leaders can successfully deliver to their teams four essential components of this support: (1) provide access to the information the team requires, (2) make available educational support and technical tools to supplement team members' own skills and knowledge, (3) balance material resources the team has access to, and (4) engender external recognition and acknowledgement of the team's accomplishments.
Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 7 explores the fourth of the six enabling conditions for effective teamwork: establishing a code of acceptable group conduct, or what the author calls norms. Drawing from the results of his own studies on group dynamics, he argues that teams which explicitly define appropriate behaviors outperform even the most strategically assembled teams which fail to do so. He then explains how teams foster and sustain norms by focusing on two particular types of norms: those that help a group identify and most effectively tap members' skills and knowledge, and those that help a group develop and implement performance strategies.
Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. In Chapter 6 the author discusses the third of the six enabling conditions for effective teamwork: selecting the right mix of team members. This chapter provides techniques that will help leaders form the most compatible teams. The author turns to research exploring the effects of personal characteristics on group dynamics for help in selecting the appropriate members. Additionally, the importance of a team's composition, notably its size and mix, is discussed.
Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 1 explores underlying reasons why some teams succeed and others do not. The author, drawing from team-based simulations that pit defense and intelligence professionals against each other in mock terrorist attacks, offers four primary reasons: (1) the strategic differences between offense and defense, (2) teams' identification and utilization of specific individuals' expertise, (3) the systematic avoidance stereotypes, and (4) the development of clearly defined, situation-appropriate strategies.
Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. In Chapter 2 the author continues his use of studies done within the intelligence community. He discusses seven forms of collaboration currently used within the community and compares scenarios that require team effort with those demanding individual attention. He also guides the reader in using a simple, two-question model to select the appropriate team structure, and then delineates five different types of teams and situations in which the model can be employed.
Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 3 explores the concept of "team effectiveness" by assessing a team's performance based on three dimensions: the productive output of the team, the social processes implemented by the team, and the quality of individual learning and development garnered through the overall group experience. A simple checklist is devised for use in monitoring a team's processes in real time. An emphasis is placed on identifying structural and contextual conditions, as opposed to focusing on the perfect leadership style, in order to enable effective collaboration.
Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 4 explores the first of the six enabling conditions for effective teamwork: so-called "real teamwork." The primary focus of the chapter is to help leaders create solid foundations for their teams to build and thrive from. The author compares two teams to illustrate the difference between what he calls a "real team" and a team in name only. Through this comparison, he defines three attributes that a real team possesses: (1) a clear boundary distinguishing members from nonmembers, (2) team members who work interdependently to create a product which they all share responsibility for, and (3) a group environment is stable enough to give team members adequate time to learn to work together. The author concludes with the potential downsides of forming a team which does not meet his definition and offers suggestions on when teams should be used to accomplish objectives.
Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 5 explores the second of the six enabling conditions for effective teamwork: a compelling team purpose. This chapter is designed to help leaders better articulate desired results and motivate their teams. The author draws upon research to define three attributes that the best statements of purpose possess: (1) a clearly defined objective, (2) a challenging task, and (3) relevance to achieving a br0ader goal. A framework for identifying, applying, and managing a team's focus is developed, and explanations as to why teams drift or lose focus are explored. Additionally, the author examines key indicators of effective and well-designed teamwork.
HBR asked top management thinkers to share what they were resolved to accomplish in 2011. Here are their answers: Joseph E. Stiglitz will be crafting a new postcrisis paradigm for macroeconomics whereby rational individuals interact with imperfect and asymmetric information. Herminia Ibarra will be looking for hard evidence of how "soft" leadership creates value. Eric Schmidt will be planning to scale mobile technology by developing fast networks and providing low-cost smartphones in the poorest parts of the world. Michael Porter will be using modern cost accounting to uncover-and lower-the real costs of health care. Vijay Govindarajan will be trying to prototype a $300 house to replace the world's poorest slums, provide healthy living, and foster education. Dan Ariely will be investigating consumers' distaste for genetically modified salmon, synthetic pharmaceuticals, and other products that aren't "natural." Laura D. Tyson will be promoting the establishment of a national infrastructure investment bank. Esther Duflo will be striving to increase full immunization in poor areas of India. Clay Shirky will be studying how to design internet platforms that foster civility. Klaus Schwab will be undertaking to create a Risk Response Network through which decision makers around the world can pool knowledge about the risks they face. Jack Ma will be working to instill a strong set of values in his 19,000 young employees and to help clean up China's environment. Thomas H. Davenport will be researching big judgment calls that turned out well and how organizations arrived at them. A.G. Lafley will be proselytizing to make company boards take leadership succession seriously. Eleven additional contributors to the Agenda, along with special audio and video features, can be found at hbr.org/2011-agenda.
The belief that teams make us more creative and productive - and are the best way to get things done - is deeply entrenched. But Hackman, a professor of organizational psychology at Harvard and a leading expert on teams, is having none of it. Research, he says, consistently shows that teams underperform despite all their extra resources. In an interview with senior editor Diane Coutu, Hackman explains where teams go wrong. Shockingly, most of the time members don't agree on what the team is supposed to be doing or even on who is on the team. The belief that bigger is better also compounds problems; as a team grows, the effort needed to manage links between members increases almost exponentially. Leaders need to be ruthless about defining teams and keeping them small (fewer than 10 members), and some individuals (like team destroyers) should simply be forced off. The leader also must set a compelling direction for the team - but in so doing, may encounter intense resistance that puts him or her at great risk. Hackman explores other fallacies about teams - for instance, that teams whose members have been together a long time become stale. In fact, research reveals that new teams make 50% more mistakes than established teams. To avoid complacency, though, every team needs a deviant - someone who is willing to make waves and open up the group to more ideas. Unfortunately, such individuals often get thrown off the team, robbing it of its chance to be magical. Leaders can't make a team do well. However, by being disciplined about how a team is set up and managed, instituting the right support systems, and providing coaching in group processes, they can increase the likelihood that a team will be great.
A middle manager is about to meet with his boss to discuss her request that he head up a task force to determine how overhead can be reduced by 20%. He must decide what to address in that meeting and how the task force should be launched and led. The focus is on team leadership at four stages in a team's life cycle: 1) preparation, 2) initial meeting, 3) mid-course consultation, and 4) post-performance debriefing. A rewritten version of an earlier case.
George Marlow, a manufacturing vice president at SportsGear, had been looking forward to this month's companywide meeting. Martin Griffin, SportsGear's CEO, was going to announce a new era of empowerment at the company. And as Martin gave his speech, he seemed to fill the entire auditorium with his enthusiasm. But Harry Lewis, a SportsGear veteran of more than 20 years, was not so sure. "What in the world does empowerment mean?" he asked. And indeed, Harry's concerns proved well founded. George led the team from manufacturing that was to be the test case for implementing empowerment at SportsGear. The team began the project in high spirits, eager to accomplish its goals. But when the time came to present their reports, the members were shocked: Martin was called away from the meeting, and the department heads formed a wall of resistance. It appeared that the team's efforts had been a waste of time. Can empowerment work at SportsGear? In 95111 and 95111Z, J. Richard Hackman, Elios Pascual, Mary V. Gelinas, Roger G. James, and W. Alan Randolph offer advice on this fictional case study.
George Marlow, a manufacturing vice president at SportsGear, had been looking forward to this month's companywide meeting. Martin Griffin, SportsGear's CEO, was going to announce a new era of empowerment at the company. And as Martin gave his speech, he seemed to fill the entire auditorium with his enthusiasm. But Harry Lewis, a SportsGear veteran of more than 20 years, was not so sure. "What in the world does empowerment mean?" he asked. And indeed, Harry's concerns proved well founded. George led the team from manufacturing that was to be the test case for implementing empowerment at SportsGear. The team began the project in high spirits, eager to accomplish its goals. But when the time came to present their reports, the members were shocked: Martin was called away from the meeting, and the department heads formed a wall of resistance. It appeared that the team's efforts had been a waste of time. Can empowerment work at SportsGear? In 95111 and 95111Z, J. Richard Hackman, Elios Pascual, Mary V. Gelinas, Roger G. James, and W. Alan Randolph offer advice on this fictional case study.
Eric Holt had one responsibility as FireArt's director of strategy: to put together a team of people from each division and create and implement a comprehensive plan for the company's strategic realignment within six months. It seemed like an exciting, rewarding challenge. Unfortunately, the team got off on the wrong foot from its first meeting. Randy Louderback, FireArt's charismatic and extremely talented director of sales and marketing, seemed intent on sabotaging the group's efforts. Anxiously awaiting the start of the team's fourth meeting, Eric was determined to address Randy's behavior openly in the group. But before he could, Randy provoked a confrontation, and the meeting ended abruptly. What should Eric do now? Is Randy the team's only problem? In 94612 and 94612Z, Jon R. Katzenbach, J. Richard Hackman, Genevieve Segol, Paul P. Baard, Ed Musselwhite, Kathleen Hurson, and Michael Garber offer advice on this fictional case study.
Eric Holt had one responsibility as FireArt's director of strategy: to put together a team of people from each division and create and implement a comprehensive plan for the company's strategic realignment within six months. It seemed like an exciting, rewarding challenge. Unfortunately, the team got off on the wrong foot from its first meeting. Randy Louderback, FireArt's charismatic and extremely talented director of sales and marketing, seemed intent on sabotaging the group's efforts. Anxiously awaiting the start of the team's fourth meeting, Eric was determined to address Randy's behavior openly in the group. But before he could, Randy provoked a confrontation, and the meeting ended abruptly. What should Eric do now? Is Randy the team's only problem? In 94612 AND 94612Z, Jon R. Katzenbach, J. Richard Hackman, Genevieve Segol, Paul P. Baard, Ed Musselwhite, Kathleen Hurson, and Michael Garber offer advice in this fictional study.
Riding the crest of recent artistic and organizational successes, this self-governing symphony orchestra now confronts the challenge of engendering a culture in which, in the words of the managing director, "everyone in the orchestra is constantly thinking, how can we make this better?"