The importance of teams has become a cliche of modern business theory, but few have a clear idea of what it means. In this new edition of their best-selling primer, Katzenbach and Smith try to impart some analytical rigor to the concept. Drawing on their experience as management consultants and a plethora of case studies at companies like Burlington Northern and Motorola, they cover such topics as the optimal size of teams, coping with turnover in team personnel and nurturing "extraordinary teams" rather than "pseudo-teams." Reacting against the touchy-feely interpersonal bent of discourse on teams, they emphasize hard-nosed principles of "performance, focus, and discipline," over the softer concerns of "communication, openness and 'chemistry.'" Teams, they argue, gel and achieve not by developing "togetherness," but by tackling and surmounting specific "outcome-based" challenges ("eliminate all late deliveries...within 90 days" rather than the vaguer "develop a plan for improving customer satisfaction."). Some of the authors' recommendations are reasonably precise and practical, but too many are nebulous truisms ("keep the purpose, goals, and approach relevant and meaningful") or weighed down by turgid consultant-ese ("integrating the performance goals of formal, structural units as well as special ad hoc group efforts becomes a significant process design challenge"). The case studies are better written, but it's not clear that these inspiring anecdotes of team triumph add up to a systematic doctrine. The book leaves the impression that teams ultimately just have to learn by doing.
Copyright 2003 Reed Business Information, Inc.

Get more info about this book.

Using stories and diagrams, Katzenbach explains his theory of recognizing when a team effort at the top (executive management level) is preferable and when a working group under single leadership is more appropriate. An integrated balance of real teams, individuals, and single-leader groups is possible and desirable among top executives; one mode of behavior is not intrinsically better than the rest. The best leaders are able to constantly reshape their top executives into and out of team mode as appropriate, varying the top team's composition, behavior patterns, and leadership approach to maximize opportunities, depending upon the challenges and issues at hand. The author advises discipline to energize rather than stifle initiative and performance among top executives; the alignment of behaviors and decisions of people throughout the organization; and the balancing of the various elements of the organization for optimum results. We learn that while top executives of organizations rarely function as a team, such teams have the most potential for immediate results and yet are most often neglected. Mary Whaley

Get more info about this book.