This note describes the characterization of the architecture and processes, effective teams, starting with the detailed steps involved in designing a team from the analysis of the complexity, interdependence and goals of the task, the use of key resources teams need from their environment. It describes the qualities to look for when selecting team members, including the search for the right number of people, individual skills together both technical and interpersonal dimensions, and a mixture of abilities … Read more »

This note describes the characterization of the architecture and processes, effective teams, starting with the detailed steps involved in designing a team from the analysis of the complexity, interdependence and goals of the task, the use of key resources teams need from their environment. It describes the qualities to look good together both technical and interpersonal dimensions, and a mix of skills for the job when selecting team members, including the search for the right number of people, individual skills. Once the team is designed to team leaders and members need to make and, beginning to start to monitor team processes with team. Describes how to diagnose the distinguished team processes such as information sharing, collaboration, decision making, impression formation and identity of the underlying dynamics. Contains steps managers can take to improve dysfunctional team processes such as restructuring and the design of social forces within the teams. Ends with a discussion of bridging differences in teams across geographic and cultural boundaries.
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Jeffrey T. Polzer
Source: Harvard Business School
9 sides.
Release Date: 1 September 2009. Prod #: 410051-PDF-ENG
Leading teams hint module Note HBR case solution

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