Class: Leading Teams What are two (2) things that you learned from…

CommodoreJayMaster900 Class: Leading Teams What are two (2) things that you learned from…Class: Leading TeamsWhat are two (2) things that you learned from chapter 1 that you have never thought about teams before? Note the page numbers.Write one (1) open-ended question that the chapter raises in your mind. Note the page numbers that prompted your question.If you’re the team leader, how will you leverage your increased awareness and understanding of teams to guide the team?QUOTE PAGE NUMBERS.Image transcription textLibrary Ii 9 Go to v .3 Aa ‘1 & Why Teams? TEAMS HAVEEXISTED for hundreds of years, are the subject of countlessbooks, and have been cele- brated throughout many c… Show more… Show moreImage transcription textLibrary El” 9 Go to v .3 Aa ‘1 & rapidly growingrecognition of the need for what teams have to offer.Understanding this paradox and the discipline require… Show more… Show moreImage transcription textLibrary El” 9 Go to v .3 Aa it & ered instead that mostpeople simply do not apply what they already know about teamsin any dis- ciplined way and thereby miss the performa… Show more… Show moreImage transcription textLibrary El” 9 Go to v .3 Aa 7t & growing recognition ofthe need for what teams have to offer. Understanding thisparadox and the discipline required to deal with it are … Show more… Show moreImage transcription textLibrary El” 9 Go to v .3 Aa it & what they already knowabout teams in any dis— ciplined way and thereby miss theperformance potential within existing teams, much les… Show more… Show moreImage transcription textLibrary El” 9 Go to v 4} Aa 7t & Performance is the cruxof the matter for teams. Its importance applies to many differentgroup— ings, including teams who recommend things, … Show more… Show moreImage transcription textLibrary El” 9 Go to v .3 Aa 7t & rather than byestablishing a team-promoting envi— ronment alone. Aperformance focus is also critical to what we learned a… Show more… Show moreImage transcription textLibrary Ell D Go to v .3 Aa ‘1 & customer satisfaction and?nancial performance, and are willing to be measured andrewarded ac- cordingly. What is perhaps less well appr… Show more… Show moreImage transcription textLibrary El” 9 Go to v .3 Aa 7t & accomplishment.Rugged individualism is cred- ited with the formation of ourcountry and our political society. These same values ca… Show more… Show moreImage transcription textLibrary El” 9 Go to v .3 Aa 7t & distinction. Indeed,when harnessed to a common team purpose and goals, our needto distinguish ourselves as individuals becomes a pow… Show more… Show moreImage transcription textLibrary El” 9 Go to v .3 Aa ‘1 & a series of elementscharacterizing teams but as a discipline, much like a diet, that, iffollowed rigor- ously, will produce the conditions for t… Show more… Show moreImage transcription textLibrary El” 9 Go to v .3 Aa ‘1 & be more quicklyassembled, deployed, refocused, and disbanded, usually in waysthat enhance rather than disrupt more permanent str… Show more… Show moreImage transcription textLibrary El” 9 Go to v .3 Aa ‘1 & from productinnovations created in the prior ?ve years. General Electric hasmade self-managing worker teams a centerpiece of its … Show more… Show moreImage transcription textLibrary Ell D Go to v .3 Aa ‘1 & change, and high performance.A “high—perfor— mance organization” consistentlyoutperforms its competition over an extended period … Show more… Show moreImage transcription textLibrary El” 9 Go to v 4} Aa 7t & Change, of course, hasalways been a man- agement challenge. But, until recently, whenexecutives spoke of managing change, they referred to… Show more… Show moreImage transcription textLibrary < Back Go to v Aa OOZE Hide Notebook Notes andHighlights + Flashcards Export Notice, for example, how JackWelch, Lawrence Bossidy, and Edward Hood describe ... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa '1 & management changespeople typically associate with top management. To achieve theirgoals of being either number one or number two in eac... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa 7t & leadership must ?rstidentify and learn critical new skills, values, and behaviors, andthen work to institutionalize those behaviors to sustai... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa '1 & than can individualscaught in the web of larger organizational connections. Third,teams provide a unique social dimension that enhance... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa '1 & Of course this funincluded parties, hoopla, and celebrations. But any group ofpeople can throw a good party. What distinguishes the... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa '1 & teams motivate,challenge, reward, and support individuals who are trying tochange the way they do things. As a result, in the kinds... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa '1 & dividuals as the primaryperformance unit in the company. According to these predictions,when management seeks faster, better ways to best m... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa '1 & people we haveinterviewed agree. Yet when it comes to using the team approachfor themselves or those they manage, most of these sa... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa '1 & that make teams risky oruncomfortable; and weak organizational performance ethics thatdis- courage the conditions in which teams ?ourish. 1. ... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa '1 & to rigorously apply it.People know, for example, that teams rarely work withoutcommon goals; yet far too many teams casually accept ... Show more... Show moreImage transcription textLibrary El" 9 Go to v 4} Aa 7t & of View expressed byothers, giving others the bene?t of the doubt, providing supportto those who need it, and recognizing the interests an... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa 7t & other fully and jointlyaccountable for the team's results. Teamwork encourages andhelps teams succeed; but teamwork alone never make... Show more... Show moreImage transcription textLibrary Eli D Go to v .3 Aa '1 & experimenting with qualitycircles. While quality represents an admirable aspiration, qualitycircles often fail to connect speci?c, achievable perfor-... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa it & the best intentions atteam—building exercises get quickly forgotten or scorned havegrown cynical, cautious, or even hostile to teams. 2. Pe... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa '1 & in group settings. Someare afraid of making com- mitments that they might not be able tokeep. And many people just do not like the idea of havi... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa 7t & our ?rst thought is thatof holding an individual responsible. It is hardly surprising, then, todiscover strong anxieties among individuals faced wit... Show more... Show moreImage transcription textLibrary Ell D Go to v .3 Aa it & 3. Weak organizationalperformance ethics. The reluctance to commit one's own fate to ateam pervades most organizations with weak perfor- ... Show more... Show moreImage transcription textLibrary Ell D Go to v .3 Aa 7t & invest in a team approach. Badteam experiences become self-ful?lling prophecies. Modifying thestrong natural emphasis on indi- vidual accountability ... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa '1 & Conclusion Teams arenot the solution to everyone's current and future organizationalneeds. They will not solve every problem, enhance eve... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa '1 & Victions aboutindividual responsibility and the risks involved in trusting otherpeople. Teams, for example, do demand a merging of in... Show more... Show moreImage transcription textLibrary El" 9 Go to v .3 Aa 7t & The good news is thatthere is a discipline to teams that, if rigorously followed, cantransform reluctance into team performance. Moreov... Show more... Show moreImage transcription textLibrary Ii 9 Go to v .3 Aa '1 & experiences all undercut thepossibilities teams offer at the very moment that teamperformance has become so critical. Groups do not be... Show more... Show moreREFERENCE: The Wisdom of Teams by Jon R. K.BusinessBusiness - Other