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This essential provides insights into approaches, procedures and ideas on how resilience, understood as resistance, can be promoted and implemented in a team. Most of the time, these concepts are only applied to individuals. But many of the findings from resilience research can be transferred to teams and even extended. Today, resilience is also playing an increasingly important role in teams: whether it is to strengthen the sense of coherence according to Antonovsky's principle of salutogenesis, or to consider other resilience factors that support team capability

A Porchlight Business Book Award winner! A new approach to leading teams and distributing power that creates a fairer, more fulfilling workplace and world, as told in the narrative tradition of Lencioni, Kotter, and Quinn. Leaders today want to stop feeling overwhelmed and alone. They want to build engaged, diverse, resilient, and joyful teams that achieve greater things together. They want a better way to lead. Lead Together is a fictional story, grounded in psychology and laden with practical tools, that offers leaders a power-with rather than power-over paradigm. It explores how leaders can develop power jointly rather than use it as a top-down means of control in the form of a page-turning, squirrelly narrative. Psychology researcher and leadership educator Tania Luna offers the tale of Sam Squirrel, branch manager of Nuts for You, Inc., whose company faces an impending forest recession. Sam employs the leadership tactics his boss, Jack Walnuts, taught him ('know the way and make them go your way') but achieves only distrust, disengagement, poor performance, and high turnover. During Sam's last-ditch effort to meet his quotas, he finds a hidden, thriving community that shows him a radical new way to lead. But will it be enough to save Nuts for You and help Sam realize his dream of becoming Chief Nut Officer?Lead Together springs from Luna's experience applying power-with principles to build a multimillion-dollar business with 96% employee engagement and less than 2% attrition. It shines a light on the little-known philosophy of organizational scholar Mary Parker Follett and takes inspiration from Daniel Quinn's philosophical fiction as well as Patrick Lencioni's and John Kotter's parables. It is for any leader, manager, professional, or even family member interested in a more personal, sustainable, democratic, and equitable way of achieving their goals.

Every leader should know the surprising research and strange conclusions of behavioral economics--for fairness, teamwork and productivity You and your colleagues don't always make rational decisions. Sometimes that's a problem that leaders must address, and and sometimes that can be a good thing--when employees put their colleagues interests ahead of their own. Dr. Matthias Sutter, a leading economist from Germany's world-renowned Max Planck Institute explains the latest surprising insights based on behavioral economics research. The book explains how people tick, how they react to incentives (monetary or non-monetary in nature) and what that means for working together—or against each other—at work. Dr. Sutter summarizes new and classic behavorial science research that applies the everyday business world, so leaders can improve teams and organizations, the research-based way. Find out which factors are important for professional success, from career entry to senior management. Start your career on the right footing, advance quicker, and strategize how to meet your goals Understand what's holding your colleagues back from productivity and implement evidence-based changes Identify hidden biases in yourself and others to overcome inequalities and inefficiencies Become a better leader and decision-maker by learning to interpret people's actions Individuals, organizations, and teams will benefit from the often-counterintuitive wisdom in this book. Based on the author's 20 years of research—plus the findings of the world's top behavioral economists—Behavioral Economics for Leaders can help you get your team and your organization where you want to lead it.

This book spotlights the communities of coping that develop in everyday routines at work like socialising, taking group breaks, telling stories and jokes, or drinking coffee and smoking together. Such practices help employees improve their well-being as they try to deal with the stress and emotions created by their demanding jobs. Effective solutions for how work groups can better manage work-related stress by building strong emotional cultures with a strong group mindset, trust, and connection are described. The research points to communication patterns that encourage co-workers to openly discuss work problems, painful experiences and therefore better deal with stress. These communal practices nourish the camaraderie that sustains them and ensures the work is done. What is also highlighted is the way individuals become both involved in the system of power at play in the organisation by expressing/suppressing their stress-caused feelings and entangled in the struggles against this system.

Get the Summary of John C. Maxwell's Leading in Tough Times: Overcome Even the Greatest Challenges with Courage and Confidence in 20 minutes. Please note: This is a summary & not the original book.Original book introduction: Great leaderships will face challenges. Markets will collapse; pandemics will come; people will always provide new and interesting ways to makes things difficult. But leaders must achieve results and build a team that produces, even when you are faced with difficult circumstances. This all-new book from John Maxwell, created using content from several of his previous bestselling titles, is the ultimate guide to helping your team survive and even thrive when the unexpected happens. Maxwell helps leaders identify their team's main challenges, take stock of their liabilities, understand what they can control, and use challenges as opportunities to rethink the way they do things. He ultimately gives leaders the tools to grow their teams in the midst of difficult times.

Challenging times will come, but great leaders know how to lead their teams and emerge even stronger—prepare yourself now using this helpful guide to personal and professional success. Great leaderships will face challenges. Markets will collapse; pandemics will come; people will always provide new and interesting ways to makes things difficult. But leaders must achieve results and build a team that produces, even when you are faced with difficult circumstances.This all-new book from John Maxwell, created using content from several of his previous bestselling titles, is the ultimate guide to helping your team survive and even thrive when the unexpected happens. Maxwell helps leaders identify their team's main challenges, take stock of their liabilities, understand what they can control, and use challenges as opportunities to rethink the way they do things. He ultimately gives leaders the tools to grow their teams in the midst of difficult times. Through humor, in-depth insight, and examples, internationally recognized leadership expert John C. Maxwell reassures leaders that they can still lead well and help people develop the skills they need to become great leaders, even when times are tough.

The background and interwoven streams of team cognition and distributed cognition fermenting together has wielded new nuances of exploration, which continue to be relevant for a theoretical understanding of team phenomena.Foundations and Theoretical Perspectives of Distributed Teams Cognition looks at fundamentals, theoretical concepts, and how theory informs perspectives of thinking for distributed team cognition. The chapters yield a broad understanding of the nature of diverse thinking and insights into technologies, foundations, and theoretical perspectives of distributed team cognition.Features Generates historical patterns and significance that compose developmental trajectories Explains multiple perspectives that incorporate an interdisciplinary understanding that specifies diverse theories Identifies and develops particular challenges resident within team simulation studies and then illustrates research frameworks Highlights and reviews how team simulations are used to produce dynamic experimental results Investigates and studies research variables within distributed team cognition

Collaborating with others is a key skill for success in school and in life. Readers will learn all about teamwork, an important social and emotional learning skill that can be used in daily life. Teamwork is a vital component of developing relationship skills, and it includes the ability to communicate clearly, cooperate, and listen to others. Readers will enjoy eye-catching photographs and relatable text as they discover the tools they need to succeed as a member of a team. Familiar situations provided in the narrative ensure that readers not only learn about the concept of teamwork, but also understand how to apply it in everyday life.

Featuring contributions from a range of organizational contexts, Group Analysis: Working with Staff, Teams and Organizations identifies the key features to group analytic practice as well as how different theoretical orientations, such as Systemic and Tavistock Consultancy approaches, can be incorporated into the process.The book addresses two essential features of group analysis: the exploration of unconscious dynamics in groups, and the shifts of observational attention between the group as a whole, the individual in the group, and the group in the individual. Including perspectives from both organizational consultancy and reflective practice, chapters feature analysis with groups and subgroups in a range of settings, including a forensic psychiatric hospital, a children's hospice, an Anglican religious community and the management team of a global organization. Group Analysis: Working with Staff, Teams and Organizations is a major contribution to the developing literature on group analysis. It will be of great interest to psychotherapists, organizational consultants, facilitators of reflective practice groups, coaches, trainees in these disciplines, and any professionals who work with staff, teams, and organizations.

Issues surrounding business complexity plague organizations throughout the world. This situation is particularly true of the numerous complex projects and programs upon which organizations embark on a regular basis. Current project management processes and standards are based on Newtonian/Cartesian principles, such as linearity, reductionism, and single source problem causation. However, complex projects exhibit both Newtonian/Cartesian characteristics and complex systems characteristics, such as emergence, self-organization, non-linearity, non-reductionism, and multi-source problem causation. To conduct successful projects, complementary ways of approaching projects are required, and new competencies for those who manage projects and for those on project teams are required as well. There are a number of books available to help project managers and teams address the issue of systems behavior. However, there are none that approach complex projects from a neuroscience-based approach to human behavior and ambiguity. This book does exactly that in order to reduce project complexity and thereby increase the probability of project success. Cognitive Readiness in Project Teams looks to the concept of cognitive readiness (CR), first developed by the United States Department of Defense to better prepare and manage teams of individuals in complex battlefield situations. Its intent is to make project managers and teams more focused, responsive, resilient and adaptive through self-mastery and the mastering of interpersonal relationships. It introduces a CR framework for project managers and teams. This framework has neuroscience fundamentals and theorems as the foundation for the three pillars of CR: mindfulness, emotional intelligence, and social intelligence. The book is a compendium of chapters written by renowned authors in the fields of project management, neuroscience, mindfulness, and emotional and social intelligence.

¿Por qué un equipo consigue resultados mediocres o espectaculares, independientemente de la inteligencia y habilidades de las personas que los componen? ¿Hay alguna razón para que comportamientos individuales coherentes y racionales puedan generar conductas improductivas en un equipo? El reto de las organizaciones actuales es el de gestionar profesionalmente equipos desde la perspectiva de su tarea, pero con igual importancia en su variable humana y emocional. Los equipos que tienen éxito son muy humanos. Es necesario, por lo tanto, tomar consciencia y gestionar las emociones y los estados de ánimo en un equipo si queremos lograr eficacia y resultados, pero también personas motivadas, satisfechas y en la medida de lo posible, felices. El reto de las organizaciones actuales es el de gestionar profesionalmente equipos desde la perspectiva de su tarea, pero con igual importancia en su variable humana y emocional. Se habla de algo que va mucho más allá de la productividad. De alguna manera supone una filosofía de trabajo y de vida. Se trata de reconocer al otro como un tú: con derechos, necesidades y deseos tan legítimos como los propios. Ocuparse de las personas por su valor incondicional y como clave de éxito de cualquier empresa u organización, ya no es un lujo prescindible, es una absoluta necesidad para afrontar los retos de futuro. Debe ser un nuevo paradigma. Una auténtica necesidad social y democrática al servicio de las personas. Índice: INTRODUCCIÓN.- BLOQUE I. PROPÓSITO. CONSTRUCCIÓN DE UN PROYECTO COMPARTIDO.- Una aproximación.- La visión.- Unas pinceladas de planificación.- Los valores del equipo y su identidad.- El compromiso.- Cómo se comunica el equipo.- Toma de decisiones.- BLOQUE II. EQUIPO. EMOCIONALIDAD COLECTIVA Y MOTIVACIÓN.- El equipo como relación.- Conocerte y conocer a tu equipo.- Emocionalidad colectiva.- Motivación.- Comunicación, escucha y empatía.- Gestión del conflicto.- CIERRE.- BIBLIOGRAFÍA.

A state-of-the-art psychological perspective on team working and collaborative organizational processes This handbook makes a unique contribution to organizational psychology and HRM by providing comprehensive international coverage of the contemporary field of team working and collaborative organizational processes. It provides critical reviews of key topics related to teams including design, diversity, leadership, trust processes and performance measurement, drawing on the work of leading thinkers including Linda Argote, Neal Ashkanasy, Robert Kraut, Floor Rink and Daan van Knippenberg.

This book presents 9 theory-based and practice-oriented methods for assessing and stimulating a multi-voiced dialogical self in the context of groups, teams, cultures, and organizations. All of these methods are based on Dialogical Self Theory. The book deals with the practical implications of this theory as applied in the areas of coaching, training, and counselling. A number of chapters focus on the process of positioning and dialogue on the level of the self, while other chapters combine self-processes with group work, and still others find their applications in leadership development and team-work in organizations. For each of the nine methods, the chapters present theory, method, case-study and discussions and make clear what kind of problems can be tackled using the method discussed. Specifically, the book discusses the following methods: A Negotiational Self Method for assessing and solving inner conflicts; a Self-Confrontation Method used toassess and stimulate personal meaning construction in career counselling; a Method of Expressive Writing in the context of career development; a Composition Method for studying the content and organization of personal positions via verbal and non-verbal procedures; a Dialogical Leadership Method that investigates and stimulates dialogical relationships between personal positions in the self of leaders in organizations; a Personal Position Repertoire Method that combines the assessment of personal positions with focus group discussions; a Team Confrontation Method for investigating collective and deviant positions or voices in organizational teams; a Method for Revising Organizational Stories with a focus on their emotional significance: and a Technique for Assessing and Stimulating Innovative Dialogue between Cultural Positions in global nomads.

Erfahren Sie in diesem kompakten Fachbuch, wie Sie Teams erfolgreich zusammenstellen, einsetzen, entwickeln und führen – als Führungskraft, Teammitglied oder zur Vorbereitung darauf! Teams sind in der modernen Wirtschaft allgegenwärtig. Woran aber liegt es, dass manche Teams Top-Leistungen vollbringen, viele andere aber nicht – und einige auch scheitern? Vor allem: Wie können Sie Ihre Teams zum Erfolg führen? Diplom-Psychologe Prof. Dr. Florian Becker gibt als Experte für Wirtschaftspsychologie mit langjähriger Praxiserfahrung Antworten auf diese Fragen. Gewinnen Sie wertvolles Insider-Wissen aus erster Hand!

The past half-century has witnessed a dramatic increase in the scale and complexity of scientific research. The growing scale of science has been accompanied by a shift toward collaborative research, referred to as'team science.'Scientific research is increasingly conducted by small teams and larger groups rather than individual investigators, but the challenges of collaboration can slow these teams'progress in achieving their scientific goals. How does a team-based approach work, and how can universities and research institutions support teams? Enhancing the Effectiveness of Team Science synthesizes and integrates the available research to provide guidance on assembling the science team; leadership, education and professional development for science teams and groups. It also examines institutional and organizational structures and policies to support science teams and identifies areas where further research is needed to help science teams and groups achieve their scientific and translational goals. This report offers major public policy recommendations for science research agencies and policymakers, as well as recommendations for individual scientists, disciplinary associations, and research universities. Enhancing the Effectiveness of Team Science will be of interest to university research administrators, team science leaders, science faculty, and graduate and postdoctoral students.

Cognitive processes in teams have been a valuable arena for team researchers to explore. Team cognition research advances and informs a variety of disciplines, including cognitive and social sciences, engineering, military science, organizational science, human factors, medicine, and communications. There has been a great deal of progress in the team cognition literature, yet the field is still in its early stages of maturity. There is much more to be gained from the field's insights and there is a need to unite the diverse array of scholarly ideas that permeate the field. This movement will serve to organize the research and ideas that have surfaced in the field, thereby making them more accessible to different disciplines while at the same time, motivating continued progress in the field. This book aims to be a step in this direction and acts as a forum for leading scholars to share their ideas, theories, models, and conceptions about what matters and where more attention is needed in the field of team cognition.

Infolge des verstärkten Wettbewerbs haben Unternehmen ihre Arbeitsabläufe in den letzten Jahren zunehmend in Teamstrukturen organisiert, um die Innovativität zu steigern. Dadurch hat sich die Forderung nach Teamfähigkeit und anderen sogenannten Schlüsselkompetenzen in der Personalauswahl verstärkt. Dennoch bleibt fraglich, ob es Organisationen im Hinblick auf innovative Ziele gelingt, die optimale Kombination von Personen zusammenzustellen. Der Frage zum Zusammenhang zwischen Persönlichkeitsmerkmalen und Leistung auf Teamebene wird in diesem Buch systematisch anhand des Fünf-Faktoren-Modells der Persönlichkeit nachgegangen. Um die Innovationsfähigkeit von Teams vorherzusagen wurden Extraversion, Gewissenhaftigkeit, soziale Verträglichkeit, Neurotizismus und Offenheit für Erfahrungen als Persönlichkeitsmerkmale untersucht. Zusätzlich wurden Teamprozesse (Minderheiten-Dissens; Partizipation; psychologische Sicherheit; Klarheit der Ziele) als mögliche Mediatoren bzw. Moderatoren, sowie das durch Vorgesetzte eingeschätzte Zukunftspotential von Teams und die Arbeitszufriedenheit von Teammitgliedern als weitere abhängige Variablen erhoben. Die Fragestellung wurde in Form einer Fragebogenstudie an N = 40 Teams in 29 Organisationen unterschiedlicher Branchen untersucht. Unter anderem wurde nachgewiesen, dass Innovativität bei einem hohen Interaktionsgrad im Arbeitsprozess dann begünstigt wird, wenn sich Teammitglieder im Ausmaß ihrer Gewissenhaftigkeit unterscheiden. Die Befunde sprechen dafür, dass sich ein hoher Mittelwert in sozialer Verträglichkeit und - entgegen der Erwartungen - auch in Offenheit für Erfahrungen negativ auf das Innovationspotential von Teams auswirkt. Die Vermutung, dass sich eine Kombination aus eher introvertierten und stärker extrovertierten Teammitgliedern positiv auswirkt, konnte tendenziell bestätigt werden. Wider Erwarten ging ein hoher Mittelwert in Neurotizismus bei hoher Arbeitsbelastung nicht mit geringerer innovativer Leistung, Arbeitszufriedenheit oder herabgesetztem Zukunftspotential einher. Von den untersuchten Arbeitsprozessen haben sich psychologische Sicherheit und Klarheit der Ziele als innovationsfördernd gezeigt. Es werden zukünftige Forschungsdesigns vorgeschlagen und mögliche Anwendungen der Befunde im Bereich der Teamzusammenstellung und der Teamentwicklung diskutiert.

Why do carefully planned projects fail? Projects are affected, for good or ill, by the humans who undertake them. If the plan fails to take account of the psychology of managing people and the psychology of managing change there may be trouble ahead. Sharon De Mascia's Project Psychology uses human behaviour and emerging psychological models to provide an insight into the successful management of people in projects. By selecting the right team, facilitating a common vision and by gaining a psychological understanding of how the team and the project stakeholders interact together, a project manager improves the chance of a successful outcome. Whether you are looking to set up and manage a new project or working to develop the competence and maturity of your organization's project management capability, Project Psychology will provide you with insights and tools for making sense of the people involved and for managing them to best effect.

Talent wins games, but teamwork wins championships. Let John C. Maxwell teach you how teamwork is the heart of great achievement in the game of business.Teamwork is a vital part of success in sports, pop culture, and every other industry--including business. In this essential guidebook, New York Times bestselling author and leadership expert John C. Maxwell explains why teamwork is so critical and shows you how to prioritize teamwork and collaboration to achieve winning results.In Teamwork 101, you'll learn how to:build a team that lasts;create positive energy on the team;harness a team's creativity;identify weak players who negatively impact your team;and judge if your team can accomplish the dream.You'll also discover how a winning team is self-fulfilling fuel: because everyone wants to be part of the winning team, you'll continue to attract only the best talent--and stay on top. A great team is the key to great results--for individual employees, leaders, and the company as a whole.Teamwork 101 demonstrates how to build and maintain one for yourself so you can leverage the benefits--and fun--of exceptional teamwork.

Otro gran librito repleto de sabiduría e instrucción para añadir a la exitosa serie Maxwell 101. John C. Maxwell cree que «trabajar en equipo se encuentra en el corazón de los grandes logros». La pregunta no es si los equipos tienen valor. La pregunta es si nosotros reconocemos ese hecho y nos convertimos en mejores trabajadores en equipo. En Equipo 101, Maxwell hace uso de la sabiduría sobre liderazgo de sus libros Las 17 leyes incuestionables del trabajo en equipo, El talento nunca es suficiente, Desarrolle los líderes que están alrededor de usted, Líder de 360°, Cómo ganarse a la gente, Las 21 leyes irrefutables del liderazgo y Las 17 cualidades esenciales de un jugador de equipo. Esta estrategia poderosa y concisa puede ayudar a líderes a crear un ambiente que produzca victoria y satisfacción a todo el equipo.

A pioneering expert on creativity and innovation shows the power of collaboration for individual organizational creativity

John C. Maxwell breaks down the personal characteristics necessary for becoming an effective team player.Leadership expert John C. Maxwell follows his bestselling The 17 Indisputable Laws of Teamwork with this powerfully succinct companion book. Stating that great team players are developed from the inside out, Maxwell identifies the seventeen qualities that make up an in-demand team player while outlining how to embody those qualities.In The 17 Essential Qualities of a Team Player, Maxwell outlines the successes of team players who have been:Intentional – making every action count toward a long-term goalRelational – focused on othersSelfless – willing to take a subordinate role for the sake of the teamTenacious – hardworking and optimistic in the face of setbacksThis instructional resource shows how these qualities, among many others, impact the team and its success. If you want to have a better team, you have to develop better players.The 17 Essential Qualities of a Team Player is not feel-good platitudes and abstract thinking, but concrete actions designed to improve the value of every team player.

There are many walks of life in which teamwork is found and in which, by common consent, it could be better. Yet even the most basic questions about teams remain unresolved. What makes a group of individuals a team? Does teamwork involve a special type of reasoning? What makes teams successful? How do we learn to be team players? This volume brings together, for the first time, contemporary research from across the social sciences, addressing such questions from a variety of theoretical and empirical perspectives.

Suggests ways to inspire organizational employees and teams through a model of four personality types.