Organizational team building: what companies say and what they do Team building n the United States An agenda for developing effective teams Conclusion Dimensions of teams Decision teams and task teams Self-directed work teams Friendship or trust Degree of teamwork needed Team size Special-issue teams Self-directed work teams Leadership in Self-directed teams Pretended agreement versus constructive controversy Unhealthy agreement Managing diversity and making controversy constructive Team development through leardership training The shift from management to leadership New leadership roles Measurement of team maturity Building the collaborative team organization Dimensions of collaborative organizations Culture and system congruence The individual in the organization Bringing the organization into balance Peparing fo team building Is team building needed? Team building as a process The team-building cycle Designing a team-building program Preparation Start up Group problem solving and process analysis Interpersonal, subunit, and group feedback Action planning Follow-up Handling conflict and confusion in teams The team in conflict The team in confusion The boss as the center of conflict The problem member Developing the temporary team Preliminary conditions for temporary teams Design for a new temporary team Following up: what happens after the team-building session The follow-up process Follow-up team sessions Reducing interteam conflict Diagnosing the problem Designing the solution Choosing an appropriate model Conclusions

(Macro)Mudanca Organizacional

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