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Informationen zum Autor 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). Klappentext Praise for Developing and Enhancing Teamwork in Organizations"Few questions are more vital and important than teamwork, in an increasingly interdependent and connected world. This volume is a unique and essential reference for managers, scholars and anyone interested in enhancing team performance. The combination of vivid real-world examples with thoughtful evidence-based frameworks will make a lasting contribution to the study and practice of team-based management."-John Boudreau, Professor of Management and Organization, USC Marshall School of Business"Excellent practice insights from leading practitioners and academics. A valuable contribution to our knowledge concerning how to create and manage teams."-Ed Lawler, Director of Center for Effective Organizations Zusammenfassung This new volume in the SIOP Professional Practice Series provides evidence-based guidelines to help practitioners seeking advice, recommendations, and guidance for developing and enhancing high-performance teams. Inhaltsverzeichnis 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
