Teams That Work

Dr Andreas Xyrichis, Kings College London, Journal of Interprofessional Care This is a highly-accessible and exceedingly well-researched book on the science of teams and team effectiveness. Written in an inviting tone, and packed full of examples and illustrations, it will appeal to both new and seasoned scholars, practitioners, managers and leaders.

Amy C. Edmondson, Novartis Professor of Leadership and Management, Harvard Business School and author of The Fearless Organization Finally! A book on teams that doesn't oversimplify or gloss over the very real challenges of teamwork in the modern workplace. Tannenbaum and Salas have given us an invaluable resource-one that is comprehensive, exceedingly well-researched, detailed, rigorously cited, and somehow manages to be useful at the same time. Teams That Work is a tour de force.

John McCallion, Chief Financial Officer, MetLife Inc A thoughtful and practical framework for building a highly effective team, based on research not myths.

Thomas M. Priselac, President and CEO, Cedars-Sinai Health System Leadership matters. And effectively building and leading teams of leaders matters even more no matter what size the organization. Teams That Work offers research-based and real world evidence of the science and art involved in building--and more importantly, sustaining-highly effective teams. Leaders at every level in an organization can benefit from the clear, concise presentation of what it takes to be both an effective leader as well as an effective team member.

Adam Grant, New York Times bestselling author of ORIGINALS and GIVE AND TAKE, and host of the TED podcast WorkLife

Too many teams are less than the sum of their parts. Scott Tannenbaum and Eduardo Salas are here to change that. Their book makes the science of team effectiveness accessible and actionable.

Scott Tannenbaum has spent over 25 years working with, providing evidence-based advice to, and conducting highly cited research on teams across a vast array of settings and challenges. As the President of the Group for Organizational Effectiveness, he has advised hundreds of organizations globally, including more than 75 Fortune and Global 1000 companies across every major business sector. He's also supported teams that work on oil rigs, parachute into fires, perform surgery, dive undersea, engage in combat, treat cancer, play rugby, and prepare for future space missions. He was named a Fellow of the Association for Psychological Science and of the Society for Industrial and Organizational Psychologists who honored him with their Distinguished Professional Contributions Award. Eduardo Salas is the Allyn R. & Gladys M. Cline Professor and Chair of the Department of Psychological Sciences at Rice University. A prolific author and active consultant, he has published over 500 articles and chapters and his work has been cited over 90,000 times. Eduardo has consulted in a wide range of manufacturing, pharmaceutical, industrial, healthcare, and governmental organizations, and has designed team training and tools for use by teams in oil and gas, aviation, military, aerospace, law enforcement, and medical environments. He is a Past President of the Society for Industrial/Organizational Psychology and the Human Factors & Ergonomics Society, and is a Fellow in numerous scientific societies. He was awarded the Lifetime Achievement Award from American Psychological Association.

Part I. All about Teams * Chapter 1: What really drives team effectiveness? (and getting the most out of this book) * Chapter 2: Busting a few teamwork myths * Chapter 3: Not all teams are the same Part II. The Science of Teamwork: Understanding the Drivers * Chapter 4: Capabilities: It starts with the right expertise * Chapter 5: Cooperation: Attitudes and beliefs that emerge from the other drivers * Chapter 6: Coordination: Teamwork is about behaviors * Chapter 7: Communication: More is not better, better is better * Chapter 8: Cognitions: Are we on the same page? * Chapter 9: Conditions: You get what you encourage and tolerate * Chapter 10: Coaching: Leadership isn't just for leaders Part III. What Should I Do: Using the Seven Drivers * Chapter 11: A quick refresher * Chapter 12: Team Leaders: Helping your team succeed * Chapter 13: Team Members: Being a great team member * Chapter 14: Consultants: Enabling teams to improve * Chapter 15: Senior Leaders: Promoting teamwork in your organization Tools * Tool A: Common Team Competencies List * Tool B: Team Debriefing Tips and Outline * Tool C: Conditions for Team Effectiveness: Diagnostic Questions * Tool D: Understanding Your Team: A Quick Self-Assessment * Tool E: Ideas Matrix