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In the modern organization, sizeable responsibility and power are delegated to and exercised by teams. Groups plan and deliver consumer projects and talk about a multitude of inner company needs, such as strategic planning, system improvements, and functional decision-making. While any group that is brought together for a purpose can be labeled a "team," what characteristics make a team truly effective? How can the "whole" become higher than the sum of the group's specific parts? How can a team perform better than individuals might perform independently? In 6 Behaviors of Highly Effective Groups, management consultants Stephen E. Kohn and Vincent D. O'Connell give a model of superior team performance that attracts on the coauthors' 50 years of put together organizational development experience and research. Highly effective teams, Kohn and O'Connell insist, are characterized less by the specialized competencies of specific team members and even more by widespread agreement and positioning with a tiny but extremely relevant group of team processes, principles, and understandings. By focusing on and reinforcing a one half dozen team "habits," communities can develop the sort of synergies define collaborative excellence. The model is easy and functional, but it can produce extremely powerful results for any size organization. Paralleling their earlier publication--6 Habits of Highly Effective Bosses--Kohn and O'Connell's put together wisdom and functional exercises will show anyone attempting to produce a stronger contribution for an important team effort exactly what to do.
