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HBR's 10 Must Reads on Teams
Most teams underperform. Yours can beat the odds. If you read nothing else on building better teams, read these 10 articles. We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you assemble and steer teams that get results. Leading experts such as Jon Katzenbach, Teresa Amabile, and Tamara Erickson provide the insights and advice you need to:
208 pages, Paperback
First published January 1, 2013
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Displaying 1 - 30 of 34 reviews
February 11, 2016
We’ve all been on teams that are to certain degrees functional or dysfunctional. Usually we chalk it up to good or bad management, but this book helped me realize that it’s so much more. It’s from Harvard Business Review's “Must Read” series — compilations of classic articles from HBR over the years that are collected along certain themes. The books are ridiculously expensive — nearly $30 for a cheap paperback — but often worth it. Unlike so many other business books, the recommendations in most chapters are backed up by sound, peer-reviewed research.
I loved that this book was about effective teamwork rather than the typically individualistic take on the importance of leadership or management. We’re so hyper-focused in the US on the Steve Jobs-like figure, and we fail to appreciate that leadership is just one of many factors that contribute to successful teams.
In case it’s helpful to anyone that doesn’t want to drop $30 on the book, here are my notes:
On effective team communication:
- Everyone on the team talks and listens in roughly equal measure, keeping contributions short and sweet
- Members face one another, and their conversations and gestures are energetic
- Members connect directly with one another — not just with the team leader.
- Members carry on back-channel or side conversations within the team.
- Members periodically break, go exploring outside the team and bring new information back.
Energy is a finite resource. The more people that devote to their own team (engagement), the less they have to use outside their team (exploration), and vice versa. Successful teams, especially successful creative teams, oscillate between exploration for discovery and engagement for integration of the ideas gathered from outside sources. Teams err when they assume that all the information needed exists in the collective experience and knowledge of their members.
Important that there are many short one-to-one conversations among team members between team meetings. Successful teams gave themselves time to learn to be a team.
Effective team leaders circulate actively, engaging people in short, high-energy conversations. They are democratic with their time — communicating with everyone equally and making sure all team members get a chance to contribute. They listen as much as or more than they talk and are usually very engaged with whomever they’re listening to. We call it “energized but focused listening.” They connect their teammates with one another and spread ideas around. They seek ideas from outside the group but not at the expense of group engagement.
On Team Composition:
Define who is on a team clearly: Often our teams are not clearly defined. We overuse the term. Less than 10% of team members agree on the individuals that make up a team. Often the CEO is responsible for the fuzziness of team boundaries (fearful of seeming exclusionary or adding team members for political reasons).
Teams usually don’t have enough time to congeal and truly trust everyone. It’s rare that teams get stale. Typically they don’t have a chance to settle in.
Appoint and respect a “deviant” — a naysayer who tends to be skeptical and will challenge groupthink.
The difference between working groups and teams:
On a genuine team, each member does equivalent amounts of real work; all members, the leader included, contribute in concrete ways to the team’s collective work-products. Leadership roles are distributed throughout the team and members hold each other to mutual accountability to finish produce together. If it’s just about keeping people up-to-date on what each individual is doing, then consider it a working group.
On Team Motivation and Challenges
It’s important that teams and team members feel a sense of making progress toward a goal. The most motivating factor is an individual's sense of progress — even more so than recognition. Recognition that isn’t based on true progress toward an established goal isn’t effective. Progress toward meaningful work is, unsurprisingly, the most motivational of all.
Requirements for effective team collaboration: 1) mutual trust among members, 2) a sense of group identity, 3) and a sense of group efficacy — the belief that group members are more effective working together than working apart.
Groups with emotional intelligence ask themselves questions like: “Are there any perspectives that we haven’t heard yet or thought through completely?"
Three challenges that multicultural teams frequently face: 1) trouble with accents and fluency, 2) different attitudes toward hierarchy and authority, 3) conflicting norms for decision making — for example, Americans tend to make decisions very quickly where other cultures prefer more time, analysis and consensus building.
When team leaders must make decisions, explain the process that led to the decision, and describe any tradeoffs that were considered.
Productive conflict: 1) focus on the facts, 2) maximize the number of alternatives at first, 3) create common goals, 4) use humor to relieve conflict, 5) balance the decision-making power structure.
I loved that this book was about effective teamwork rather than the typically individualistic take on the importance of leadership or management. We’re so hyper-focused in the US on the Steve Jobs-like figure, and we fail to appreciate that leadership is just one of many factors that contribute to successful teams.
In case it’s helpful to anyone that doesn’t want to drop $30 on the book, here are my notes:
On effective team communication:
- Everyone on the team talks and listens in roughly equal measure, keeping contributions short and sweet
- Members face one another, and their conversations and gestures are energetic
- Members connect directly with one another — not just with the team leader.
- Members carry on back-channel or side conversations within the team.
- Members periodically break, go exploring outside the team and bring new information back.
Energy is a finite resource. The more people that devote to their own team (engagement), the less they have to use outside their team (exploration), and vice versa. Successful teams, especially successful creative teams, oscillate between exploration for discovery and engagement for integration of the ideas gathered from outside sources. Teams err when they assume that all the information needed exists in the collective experience and knowledge of their members.
Important that there are many short one-to-one conversations among team members between team meetings. Successful teams gave themselves time to learn to be a team.
Effective team leaders circulate actively, engaging people in short, high-energy conversations. They are democratic with their time — communicating with everyone equally and making sure all team members get a chance to contribute. They listen as much as or more than they talk and are usually very engaged with whomever they’re listening to. We call it “energized but focused listening.” They connect their teammates with one another and spread ideas around. They seek ideas from outside the group but not at the expense of group engagement.
On Team Composition:
Define who is on a team clearly: Often our teams are not clearly defined. We overuse the term. Less than 10% of team members agree on the individuals that make up a team. Often the CEO is responsible for the fuzziness of team boundaries (fearful of seeming exclusionary or adding team members for political reasons).
Teams usually don’t have enough time to congeal and truly trust everyone. It’s rare that teams get stale. Typically they don’t have a chance to settle in.
Appoint and respect a “deviant” — a naysayer who tends to be skeptical and will challenge groupthink.
The difference between working groups and teams:
On a genuine team, each member does equivalent amounts of real work; all members, the leader included, contribute in concrete ways to the team’s collective work-products. Leadership roles are distributed throughout the team and members hold each other to mutual accountability to finish produce together. If it’s just about keeping people up-to-date on what each individual is doing, then consider it a working group.
On Team Motivation and Challenges
It’s important that teams and team members feel a sense of making progress toward a goal. The most motivating factor is an individual's sense of progress — even more so than recognition. Recognition that isn’t based on true progress toward an established goal isn’t effective. Progress toward meaningful work is, unsurprisingly, the most motivational of all.
Requirements for effective team collaboration: 1) mutual trust among members, 2) a sense of group identity, 3) and a sense of group efficacy — the belief that group members are more effective working together than working apart.
Groups with emotional intelligence ask themselves questions like: “Are there any perspectives that we haven’t heard yet or thought through completely?"
Three challenges that multicultural teams frequently face: 1) trouble with accents and fluency, 2) different attitudes toward hierarchy and authority, 3) conflicting norms for decision making — for example, Americans tend to make decisions very quickly where other cultures prefer more time, analysis and consensus building.
When team leaders must make decisions, explain the process that led to the decision, and describe any tradeoffs that were considered.
Productive conflict: 1) focus on the facts, 2) maximize the number of alternatives at first, 3) create common goals, 4) use humor to relieve conflict, 5) balance the decision-making power structure.
Read
September 17, 2024lol I'm in grad school and getting credit where I can!!
I do love to study teams though :) Go utes!
I do love to study teams though :) Go utes!
July 3, 2016
I underlined and flagged the &%#$ out of this book.
April 6, 2019
10 articles that come done to one word - communication.
September 22, 2023
تکرار مکررات.
April 11, 2024
Technically helpful but ya know, not like a page turner or anything
April 22, 2023
There were several timeless piece of advice on how to build, manage, and engage with teams in the workplace, however, the book is failing to catch up with changes in team dynamic in this digital savvy era.
If I could only pick two of the articles in this book as my key learning points, it would definitely be "The Discipline of Teams" by Katzenbach and Smith, and "Building the Emotional Intelligence of Groups" by Druskat and Wolff.
If I could only pick two of the articles in this book as my key learning points, it would definitely be "The Discipline of Teams" by Katzenbach and Smith, and "Building the Emotional Intelligence of Groups" by Druskat and Wolff.
February 2, 2019
To kolejna poyzcja po którą sięgnąłem w celach dydaktycznych. Tak jak tytuł informuje, książka zawiera 10 artykułów publikowanych na łamach HBR odnośnie zespołów, pracy zespołowej. Głównie chodzi tutaj o prace zespołową, zwiększanie efektywności pracy zespołowej w kontekście biznesowym lub organizacyjnym. Jednak zastosowanie niektórych pomysłów teorii na pewno może przynosić pozytywne efekty chociażby w sportach drużynowych, niekoniecznie profesjonalnych.
Początek książki bardzo mnie zaintrygował. Opisano badanie przeprowadzone w różnych organizacja. Polegało ono na obserwowaniu i analizowaniu zachowania pracowników. Celem badania było ustalenie nawyków, rytuałów, schematów zachowań które pozytywnie wpływają na efektywność pracy zespołowej. Wbrew pozorom okazuje się, że wspólne przerwy na kawę czy lunch mają dobry wpływ na zwiększenie efektywności pracy zespołowej. Zespoły o najniższej wydajności mało spędzały wspólnego czasu, siedziała pozamykana w biurach i tylko sporadycznie komunikowała. Im mnie interakcji, tym mniejsza wydajność zespołu. Ważne jest to jaki przykład daje szefostwo, jak często spotyka, rozmawia z członkami poszczególnych zespołów.
Wielkość zespołu ma ogromne znaczenie i jeden z artykułów jest temu poświęcony. 7-8 członków na jeden zespół to maksimum. Ilość kanałów komunikacyjnych i wymiany informacji rośnie eksponencjalnie z każdym dodatkowym członkiem zespołu. Przy zespole 10 osobowym optymalna komunikacja, wymiana informacji wydaje się być niemożliwa.
Kolejny z artykułów opisuje różnice między "grupą roboczą" oraz "zespołem". Okazuje się, że są różnice. Oba formaty mają swoje plusy i minusy, dobrze jest je zrozumieć. Zespół lub też grupa robocza może mieć zastosowanie w różnych sytuacjach. Ważne aby wiedzieć w jakich.
Jeden z artykułów poświęcony był emocjom, inteligencji emocjonalnej całego zespołu. Okazuje się, że zespoły z niskim zespołowym ilorazem inteligencji emocjonalnej odnoszą mniejsze sukcesy, niż zespoły w których obecna jest empatia, otwarta komunikacja.
Wielkie wrażenie zrobiło na mnie badanie dotyczące czynników wpływających na polepszenie czy też pogorszenie pracy zespołowej. Była mowa w tym badaniu o pozytywnych katalizatorach, czy też negatywnych toksynach, które albo zwiększają motywację lub też zmniejszają ją.
Fascynujący artykuł dotyczył zespołów składających się z wirtuozów. Zarządzanie takim zespołem jest wyjątkowym wyzwaniem. Albo z góry skazany jest taki zespół na porażkę, albo na wielki sukces.
Praca w zespołach zróżnicowanych kulturowo niesie za sobą czasem dość specyficzne wyzwania. Na podstawie kilku interesujących przykładów autor jednego z artykułów świetnie opisał jak można kształtować pracą zespołów wielokulturowych. Rady nie tylko odnosiły się do szefów zespołów ale również członków.
Ostatni artykuł dotyczył zespołów menadżerskich, zarządów firm, rad nadzorczych. Konflikty czy też nieefektywna praca w tego rodzaju zespołach ma negatywny wpływ na całą organizację.
Bardzo dobra pozycja o zespołach. Myślę, że nawet w przyszłości powrócę do tej pozycji aby odświeżyć sobie wiedzę.
Początek książki bardzo mnie zaintrygował. Opisano badanie przeprowadzone w różnych organizacja. Polegało ono na obserwowaniu i analizowaniu zachowania pracowników. Celem badania było ustalenie nawyków, rytuałów, schematów zachowań które pozytywnie wpływają na efektywność pracy zespołowej. Wbrew pozorom okazuje się, że wspólne przerwy na kawę czy lunch mają dobry wpływ na zwiększenie efektywności pracy zespołowej. Zespoły o najniższej wydajności mało spędzały wspólnego czasu, siedziała pozamykana w biurach i tylko sporadycznie komunikowała. Im mnie interakcji, tym mniejsza wydajność zespołu. Ważne jest to jaki przykład daje szefostwo, jak często spotyka, rozmawia z członkami poszczególnych zespołów.
Wielkość zespołu ma ogromne znaczenie i jeden z artykułów jest temu poświęcony. 7-8 członków na jeden zespół to maksimum. Ilość kanałów komunikacyjnych i wymiany informacji rośnie eksponencjalnie z każdym dodatkowym członkiem zespołu. Przy zespole 10 osobowym optymalna komunikacja, wymiana informacji wydaje się być niemożliwa.
Kolejny z artykułów opisuje różnice między "grupą roboczą" oraz "zespołem". Okazuje się, że są różnice. Oba formaty mają swoje plusy i minusy, dobrze jest je zrozumieć. Zespół lub też grupa robocza może mieć zastosowanie w różnych sytuacjach. Ważne aby wiedzieć w jakich.
Jeden z artykułów poświęcony był emocjom, inteligencji emocjonalnej całego zespołu. Okazuje się, że zespoły z niskim zespołowym ilorazem inteligencji emocjonalnej odnoszą mniejsze sukcesy, niż zespoły w których obecna jest empatia, otwarta komunikacja.
Wielkie wrażenie zrobiło na mnie badanie dotyczące czynników wpływających na polepszenie czy też pogorszenie pracy zespołowej. Była mowa w tym badaniu o pozytywnych katalizatorach, czy też negatywnych toksynach, które albo zwiększają motywację lub też zmniejszają ją.
Fascynujący artykuł dotyczył zespołów składających się z wirtuozów. Zarządzanie takim zespołem jest wyjątkowym wyzwaniem. Albo z góry skazany jest taki zespół na porażkę, albo na wielki sukces.
Praca w zespołach zróżnicowanych kulturowo niesie za sobą czasem dość specyficzne wyzwania. Na podstawie kilku interesujących przykładów autor jednego z artykułów świetnie opisał jak można kształtować pracą zespołów wielokulturowych. Rady nie tylko odnosiły się do szefów zespołów ale również członków.
Ostatni artykuł dotyczył zespołów menadżerskich, zarządów firm, rad nadzorczych. Konflikty czy też nieefektywna praca w tego rodzaju zespołach ma negatywny wpływ na całą organizację.
Bardzo dobra pozycja o zespołach. Myślę, że nawet w przyszłości powrócę do tej pozycji aby odświeżyć sobie wiedzę.
March 3, 2023
Indeed a good read for leads in companies with (especially) multiple teams. Gives an idea about some less obvious aspects of team dynamics that matter.
About the importance of the process in decision-making.
"Process fairness, which involves the participation of all concerned, is enormously important for the people. Individuals are willing to accept outcomes they dislike if they believe that the process by which those results came about was fair."
About the importance of humor in the decision-making process.
"People in positive mood tend not only to be more optimistic but also more forgiving of others and creative in seeking solutions. A positive mood triggers a more accurate perception of others' arguments because people in a good mood tend to relax their defense barriers and so can listen more effectively."
About group emotional intelligence.
"Group emotional intelligence is about small acts that make a big difference. It's not about a team member working a whole night to meet a deadline, it is about saying thank you for doing so, it is not about an in-depth discussion of ideas, it is about asking a quiet member about his thoughts, it is not about harmony, lack of tension and all members liking each other, it is about acknowledging when harmony is false, tension is unexpressed and treating others with respect".
About motivation.
"Of all the things that can boost emotions, motivation, and perceptions during the work day, the single most important is making progress in meaningful work"
About the importance of the process in decision-making.
"Process fairness, which involves the participation of all concerned, is enormously important for the people. Individuals are willing to accept outcomes they dislike if they believe that the process by which those results came about was fair."
About the importance of humor in the decision-making process.
"People in positive mood tend not only to be more optimistic but also more forgiving of others and creative in seeking solutions. A positive mood triggers a more accurate perception of others' arguments because people in a good mood tend to relax their defense barriers and so can listen more effectively."
About group emotional intelligence.
"Group emotional intelligence is about small acts that make a big difference. It's not about a team member working a whole night to meet a deadline, it is about saying thank you for doing so, it is not about an in-depth discussion of ideas, it is about asking a quiet member about his thoughts, it is not about harmony, lack of tension and all members liking each other, it is about acknowledging when harmony is false, tension is unexpressed and treating others with respect".
About motivation.
"Of all the things that can boost emotions, motivation, and perceptions during the work day, the single most important is making progress in meaningful work"
Read
October 22, 2024نمونۀ بارز اینکه چطور میشود یک کتاب بد چاپ کرد. ترجمه بسیار دمدستی و عینبهعین ترجمه شده و خواندنش تبدیل به کشف رمزی برای ترجبه از فارسی به فارسی. صفحهبندی ظاهراً عیناً از روی انگلیسی برداشته شده و صفحات و جدولها در جای درستشان نیستند. و ناگهان ورق میزنی با چیزی روبرو میشوی که نباید آنجا باشد یا بخشهای خاکستری دارد که زودتر و دیرتر رخ نشان میدهند. از همینرو خواندنش عذابی بود و نهایتاً هم چهار فصل آخر تبدیل به روخوانی شدند تا فقط «تمام» شود.
کتاب 10 مقاله در ارتباط با تیم است. شکل نوشتن مقالهها لزوماً شبیه هم نیست و این جالب است چون انگار با شکلهای مختلف دیدگاه و نوشتن مواجه هستیم. هر کدام از مقالات کمکیاری هستند برای اینکه تیم چطور میتواند تیم بهتری شود یا چطور آفتهایی را از تیم دور کنیم، یا مهمتر از همه «تیم» چه معنایی دارد؟ شاید زاویهای که با کتاب مواجه میشویم هم مهم باشد. از نگاه یک کارمند همهچیز میتواند تقصیر مدیری باشد که تیم را شبیه کتاب نساخته، و از طرف یک رییس میتواند ایراد از اعضا باشد که به روشهای او برای تیمسازی توجه نمیکنند. از زاویۀ بیرونی کتاب میتواند کمککننده باشد مخصوصاً که راه راست و راهحل نهایی ارائه نمیکند بلکه نهایتاً با ترکیب حرفهایی که گفته شده میتوان به ایراد و خوبیهای تیم که در آن کار یا اداره میکنیم پی ببریم و نسخۀ نهایی برای هر کاری نپیچیم.
کتاب 10 مقاله در ارتباط با تیم است. شکل نوشتن مقالهها لزوماً شبیه هم نیست و این جالب است چون انگار با شکلهای مختلف دیدگاه و نوشتن مواجه هستیم. هر کدام از مقالات کمکیاری هستند برای اینکه تیم چطور میتواند تیم بهتری شود یا چطور آفتهایی را از تیم دور کنیم، یا مهمتر از همه «تیم» چه معنایی دارد؟ شاید زاویهای که با کتاب مواجه میشویم هم مهم باشد. از نگاه یک کارمند همهچیز میتواند تقصیر مدیری باشد که تیم را شبیه کتاب نساخته، و از طرف یک رییس میتواند ایراد از اعضا باشد که به روشهای او برای تیمسازی توجه نمیکنند. از زاویۀ بیرونی کتاب میتواند کمککننده باشد مخصوصاً که راه راست و راهحل نهایی ارائه نمیکند بلکه نهایتاً با ترکیب حرفهایی که گفته شده میتوان به ایراد و خوبیهای تیم که در آن کار یا اداره میکنیم پی ببریم و نسخۀ نهایی برای هر کاری نپیچیم.
May 4, 2017
I was compelled to read this book based on the description on the cover. The content seemed to be exactly what I need to continue to develop my team. In the end, my experience reading the book was similar to participating in management training. There were some good tidbits here and there, but nothing that was so amazing that I feel compelled to apply it right away. My only complaint about the format was the redundancy in the side-bar content. If you didn't want to read the full article, read the side bars. If there was anything in there you want to learn more about then read that section of the article. I found that if I read the article and the side-bars, I was reading the same stuff presented in different lengths two or three times each per article.
January 10, 2021
A fairly decent and informative read.
10 chapters—10 articles from Harvard Business Review by different authors. Despite difference sources, the entire book feels very coherent, with simply a variance in vocabulary range.
The first chapter is also a bit of a miss. There's little you can apply from it, because the entire research talks about fancy interaction badges people wear. The rest of the book picked up applicability pace, and I was taking notes about what I can start using in my professional life.
The use of sidebars I found a bit distracting. You'd be reading a paragraph, then there'd be a 2-page sidebar, and the continuation of that paragraph. By the time you're done with the sidebar, you forget what the paragraph was even talking about.
Anyway, a decent book. 7/10
10 chapters—10 articles from Harvard Business Review by different authors. Despite difference sources, the entire book feels very coherent, with simply a variance in vocabulary range.
The first chapter is also a bit of a miss. There's little you can apply from it, because the entire research talks about fancy interaction badges people wear. The rest of the book picked up applicability pace, and I was taking notes about what I can start using in my professional life.
The use of sidebars I found a bit distracting. You'd be reading a paragraph, then there'd be a 2-page sidebar, and the continuation of that paragraph. By the time you're done with the sidebar, you forget what the paragraph was even talking about.
Anyway, a decent book. 7/10
September 19, 2023
I found 'HBR on Teams' to be a valuable resource for team management. I would recommend it to team leaders and people managers.
My favorite articles from the book include:
- Article 1: 'Building Great Teams'
- Article 10: 'How Management Teams Can Have Productive Conflicts'
- Article 8: 'Dealing with Decision-Making Challenges in Teams'
- Article 6: 'Harnessing the Power of Small Wins'
- Article 2: 'Understanding the Reasons Behind Team Failures'
- Article 7: 'Effectively Managing Multicultural Teams'
Articles 1 and 10, in particular, provided me with profound insights.
My favorite articles from the book include:
- Article 1: 'Building Great Teams'
- Article 10: 'How Management Teams Can Have Productive Conflicts'
- Article 8: 'Dealing with Decision-Making Challenges in Teams'
- Article 6: 'Harnessing the Power of Small Wins'
- Article 2: 'Understanding the Reasons Behind Team Failures'
- Article 7: 'Effectively Managing Multicultural Teams'
Articles 1 and 10, in particular, provided me with profound insights.
June 1, 2025
A decent, if slightly uneven, collection from HBR that covers the basics of team dynamics, leadership, and collaboration. Some essays stand out with sharp insights and practical takeaways, especially for newer managers or team leads. Others feel a bit dated or too high - level to be truly useful in day-to-day settings. Still, it is a handy primer if you're looking for a broad overview of what makes teams tick, though not every chapter hits the mark. A good starting point, but you may find yourself wanting something deeper or more current.
April 1, 2024
This article makes an interesting distinction between teams and work groups or other groups. It focuses on what makes teams - teams and most notably it is the fact that the sum is bigger than its parts. Relating it to my experience and our current team setup in our organization I see a lot of thngs I recognize as well as opportunities to improve. A good read!
December 24, 2018
Good book on teams with valid ideas such as "the manager is a dictator" when making a decision in a conflicted team and creating well partitioned work to allow independent work. I've seen too many people get by because work isn't well partitioned and accountability is non-existent.
February 7, 2022
Fairly dated ideas celebrating the macho high-conflict syle of leadership that is demonstrably inapporpriate for the modern workplace. "Building the Emotional Intelligence of Groups" is probably the only article worth reading.
August 17, 2017
Read this in the hotel at night, while launching the Exchanges! Not a very strong "10 best", compared to others in the HBR series.
September 23, 2017
Güzel kitap, kötü çeviri, sıkıcı kurgu
December 5, 2017
Great read
Short and concise articles on findings about teams gave me a lot of insight and able to draw connections between findings.
Short and concise articles on findings about teams gave me a lot of insight and able to draw connections between findings.
January 19, 2018
very interesting
July 19, 2020
Read this for a grad school. Enjoyed most of the articles, some more applicable than others to the school environment.
August 26, 2021
All the articles on this HBR publication are engaging, brief and very informative. A must read if you are interested in how to design for effective teams!
July 5, 2023
مقالات مفید بود
اما ترجمه بد بود.
اما ترجمه بد بود.
November 13, 2023
This was a textbook for my masters program.
June 29, 2025
it was OK
It has interesting knowledge about teams but not that much of practical thing for me
It has interesting knowledge about teams but not that much of practical thing for me
December 27, 2025
must have been useful for my cargill leadership era but whatever
December 12, 2016
Good book on teams. I really enjoy the HBR series.
December 17, 2025
Clarity beats charisma. High-performing teams know exactly why they exist, how success is measured, and who owns which decisions. Ambiguity feels polite, but it quietly kills execution. Leaders who avoid role clarity in the name of harmony end up with friction anyway—just later and louder.
Another key insight is that psychological safety is necessary but insufficient. Teams need trust, yes—but trust without standards creates mediocrity. The best teams combine safety with accountability: people can speak up and are expected to deliver. Candor without consequence is just group therapy.
Another key insight is that psychological safety is necessary but insufficient. Teams need trust, yes—but trust without standards creates mediocrity. The best teams combine safety with accountability: people can speak up and are expected to deliver. Candor without consequence is just group therapy.
January 14, 2016
Seminal works from leading authorities on high-performing teams in organizations. While some of the articles are dated, the volume well represents the modern multi-cultural and virtual contexts in which teams must form and perform.
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