Developing and Enhancing Teamwork in Organizations: Evidence-based Best Practices and Guidelines(J-B SIOP Professional Practice Series)

Developing and Enhancing Teamwork in Organizations Today’s team-based organizations face an unprecedented range of challenges. Many teams reflect the diversity of its members which vary in experience, education, and training. To add to the complexity, teams often include people who are not in the same room together, are geographically dispersed, and are connected only by electronic media. Developing and Enhancing Teamwork in Organizations is a volume in the SIOP Professional Practice Series that brings together leading edge practitioners and academics who share their knowledge about effective teamwork. The book contains evidence-based guidelines designed to offer practitioners advice, recommendations, and strategies for developing and sustaining teams that consistently function at peak performance. With contributions from leading experts in the field, this important resource covers team-based performance approaches from a wide range of activities and industries. For example, the volume explores team work in the NASA organization supporting astronauts, superior performance in football, and also in the military and industry. In addition, the contributors include information concerning healthcare organizations and their delivery of vital services. Each illustrative example reviews the lessons learned and the principles and the findings that were most influential when composing and managing a particular work team. International in scope, the volume clearly shows what it takes for team-based organizations to excel in the 21st Century. A division of the American Psychological Association and established in 1945, the Society for Industrial and Organizational Psychology (SIOP) is the premier association for professionals charged with enhancing human well-being and performance in organizational and work settings. SIOP has more than 7,000 members.

Table of Contents:
Foreword xiii The Editors xv The Contributors xvii Part 1: Why Teamwork Matters in Organizations 1 1 Teamwork in Financial Institutions—Does It Really Matter? 3 Michael J. Castellana, CEO, SEFCU 2 Do Teams’ Leaders Really Matter? 6 COL Casey Haskins, U.S. Military Academy, West Point 3 Teamwork Matters 11 Peter J. Pronovost, Johns Hopkins University 4 Making a Difference with Health Care Teams 13 Victor V. Buzachero, Scripps Health 5 Developing Leaders on Any Team 17 George O’Leary, Head Football Coach, University of Central Florida 6 Teamwork and Spaceflight—An Evolving Relationship 22 Daniel W. Tani, Astronaut, NASA Part 2: The Organization and Its Influence 25 1 Silent Killers of Team Performance: How Honest, Collective, and Public Conversations Can Overcome Them 27 Michael Beer, Harvard Business School and TruePoint 2 How Organizational Process Maturity Improved Software Team Performance 48 Bill Curtis, CAST Software 3 Leading a Team to a Major Technological Development 85 Kazem Rassouli, University of Toronto, Rotman School of Management Part 3: The Team Leaders 119 4 Building Great Leadership Teams for Complex Problems 121 Ruth Wageman, Harvard University 5 Developing High-Impact Teams to Lead Strategic Change 154 Kate Beatty and Roland B. Smith, Center for Creative Leadership 6 Leading Executive Teams: The Good, the Bad, and the Ugly 182 Susan R. Meisinger, Society for Human Resource Management 7 Leading from the Helm: Lessons from America’s Cup Sailing Teams 208 Mark A. Clark, American University Part 4: The Organizational Context 237 8 Virtual Teams: The How To’s of Making “Being Virtually There” Successful 239 Debra J. Cohen and Alexander Alonso, Society for Human Resource Management 9 Trust and Conflict at a Distance: How Can I Improve Relational Outcomes in Distributed Work Groups? 268 Jeanne Wilson, The College of William and Mary 10 Teamwork Improvement in Health Care: A Decade of Lessons Learned Every Organization Should Know 298 Sandra A. Almeida, MD, LLC, Healthcare Consulting, Heidi King, TRICARE Management Activity, and Mary L. Salisbury, The Cedar Institute, Inc. 11 Why Teamwork Matters: Enabling Health Care Team Effectiveness for the Delivery of High-Quality Patient Care 331 Joanne Lyubovnikova, Aston University, and Michael A. West, Lancaster University 12 Rethinking Team Diversity Management: Evidence-Based Strategies for Coping with Diversity Threats 373 Mirko Antino, Universidad Complutense de Madrid, Ramón Rico, Universidad AutonOma de Madrid, Miriam Sánchez-Manzanares, Universidad Carlos III de Madrid, and Dora C. Lau, Chinese University of Hong Kong 13 High Performance in Temporally Separated Team Work 406 J. Alberto Espinosa, Kogod School of Business, American University Part 5: The Assessments, Applications, and Interventions for Teams 439 14 Designing, Delivering, and Evaluating Team Training in Organizations: Principles That Work 441 Megan E. Gregory, Jennifer Feitosa, Tripp Driskell, and Eduardo Salas, Department of Psychology, Institute for Simulation and Training, University of Central Florida, and William Brandon Vessey, EASI/Wyle, NASA Johnson Space Center 15 Conducting Team Debriefings That Work: Lessons from Research and Practice 488 Scott I. Tannenbaum, Rebecca L. Beard, and Christopher P. Cerasoli, Group for Organizational Effectiveness, Inc. 16 Achieving Optimal Team Composition for Success 520 John E. Mathieu, University of Connecticut, Scott I. Tannenbaum, Jamie S. Donsbach, and George M. Alliger, Group for Organizational Effectiveness, Inc. 17 How, When, and Why You Should Measure Team Performance 552 Kimberly A. Smith-Jentsch, Mary Jane Sierra, and Christopher William Wiese, University of Central Florida 18 Team Time Management: Psychological Insights for Timely Project Performance 581 Josette M.P. Gevers and Christel G. Rutte, Einhoven University of Technology, Netherlands 19 Five Simple Processes That Improve High-Risk Team Effectiveness 609 Michaela Kolbe, ETH Zurich, Switzerland Part 6: Summary 645 20 Enhancing the Practice of Teamwork in Organizations: Emerging Themes 647 Stephanie Zajac and Eduardo Salas, University of Central Florida Name Index 661 Subject Index 680

About the Author :
The Editors Eduardo Salas, PhD, is trustee chair and Pegasus professor of psychology at the University of Central Florida where he also holds an appointment as program director for the Human Systems Integration Research Department at the Institute for Simulation and Training. Scott I. Tannenbaum, PhD, is president and cofounder of the Group for Organizational Effectiveness. He has provided advice, tools, and training to many organizations, including Fortune 100 companies and numerous government and military organizations. Debra Cohen, Ph.D., SPHR, is the senior vice president of Knowledge Development for the Society for Human Resource Management and is esponsible for the Society’s Knowledge Development Division. Gary Latham, PhD, is the Secretary of State Professor of Organizational Effectiveness in the Rotman School of Management at the University of Toronto. Gary is a past president of the Society for Industrial and Organizational Psychology (SIOP).