PDF Download Building Team Power: How to Unleash the Collaborative Genius of Teams for Increased Engagement, Productivity, and Results By Thomas Kayse
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Building Team Power: How to Unleash the Collaborative Genius of Teams for Increased Engagement, Productivity, and Results By Thomas Kayse
PDF Download Building Team Power: How to Unleash the Collaborative Genius of Teams for Increased Engagement, Productivity, and Results By Thomas Kayse
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- Sales Rank: #209412 in Books
- Published on: 2011-01-03
- Original language: English
- Number of items: 1
- Dimensions: 9.30" h x .98" w x 6.40" l, 1.28 pounds
- Binding: Hardcover
- 304 pages
Review
Tom Kayser brings the principles of collaboration to life. This book is a must read for managers in both the public and private sector.
-- Michael D. Watkins, speaker and aurhor of The First 90 Days and Your Next Move
Building Team Power is to your team what the owner's manual is to your car: the one-stop source for how it works, how to maintain it, and what to do if it breaks down.
--Ed Muzio, CEO, Group Harmonics, Inc.; author of Make Work Great
This updated edition of Building Team Power brings Kayser's important concepts to a new generation of leaders. Read BTP and take its lessons to heart; you can't afford not to.
--Ken Blanchard, coauthor, The One Minute Manager® and Lead with LUV
Building Team Power systematically breaks down the barriers keeping groups from being effective. It promises to be a useful reference for diagnosing and healing dysfuntional work groups.
--Bob Nelson, author of 1001 Ways to Reward Employees
From the Author
THE NEED FOR THIS BOOK. After the publication and favorable reception accorded the three editions of my first book, Mining Group Gold: How to Cash in on the Collaborative Brain Power of a Team for Innovation and Results (NY: McGraw-Hill, 1990, 1995, 2011), and the popularity of the first edition of Building Team Power (Burr Ridge, IL: Irwin, 1994), I knew I was on to something that went beyond casual interest.
My 30 years of experience at Xerox leading and facilitating every possible type of organization effectiveness intervention, my debates with colleagues both inside and outside of Xerox, my interactions with clients as part of my current consulting practice, my discussions with my wife, Carol, who has worked with a number of school districts and industrial firms teaching and applying collaborative principles, along with my review of the business literature, all have validated the same thing time after time.
New and experienced managers alike lack the necessary mental maps, the keen understanding, and the crisp fundamentals for being a collaborative leader building collaborative partnerships within and across teams.
New managers most often do not have this know-how simply because of their managerial inexperience. Many experienced managers, on the other hand, lack collaborative skills and insights because they grew up in the centralized, command-and-control bureaucracy where large merit increases, promotions, bonuses, lavish offices, and other forms of reward and recognition went to those managers who were best at dictating and directing. In those order-giving organizations, nurturing collaboration and teamwork was not a highly valued managerial behavior. Because it was looked upon as being soft and weak, as well as a sure-fire career killer, skill development in building and facilitating collaborative partnerships was squashed.
While this medieval thinking still exists in many places today, you can no longer allow it to predominate and drive your company's culture. If your organization does not understand or believe in utilizing the power of collaboration--or dismisses it as some passing fad--you are riding down the same highway to marketplace failure or irrrelevancy as ___________________(fill in the blank).
Figuring out ways to do things right the first time, every time; creating products and services that delight your customers and distress your competitors; forming and implementing strategies and structures to capture and hold market share; and studying and reconfiguring work processes to slice costs and improve quality are huge tasks requiring the collaborative genius of your entire organization. It is irrelevant whether your establishment is in the public sector or private sector, is a producer of goods or services, or is for profit or is nonprofit--a culture of collaboration up, down, sideways, and diagonally within and across every corner of your organization is mandatory for success in today's global marketplace. You cannot afford to have it any other way.
From the Inside Flap
During his 30 years at Xerox, pioneering numerous organization effectiveness techniques, processes, and methods, plus his current consulting work, Tom Kayser has discovered a major shift in how people work. The old school of rigid "command-and-control" management no longer gets satisfactory marketplace results. To stay productive and competitive in today's fierce global marketplace, the key word is "collaboration".
By studying and isolating what makes teams succeed in the marketplace, Kayser has developed a system of proven leadership team-building techniques that anyone can apply to his or her own group situation. He has broken his findings into three sections that flow and integrate into a true learning experience for the reader.
The Pressure for Collaborative Leadership and Partnerships in Organization
- The Call for Collaborative Leadership: Whitewater Global Markets and the Need to Transform Organizational Structures
- The Six Core Elements of Collaborative Partnerships: Six Ingredients for Success
- An Integrative Framework Linking the Book's Chapters: Your Pathway to Unleashing the Collaborative Genuis of Work Teams
- Mutual Trust: The Heart of Collaborative Leadership
- Decision Making: The Range of Options and the Forces Impacting Your Decision Choice
- Consensus Building: Facilitating Whole Group Support
- Conflict Management: Facilitating Seven Steps to Collaborative Conflict Resolution
- Delegation Effectiveness: Increasing the Capacity of Others to Act
- Team Problem Solving I: A Systematic, Collaborative Model for All Occassions
- Team Problem Solving II: Structured Methods for Creating, Displaying, and Analyzing Problem Solving Data
- "The Budget Cut": A Case Study Integrating What has Been Learned
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