Abramis, David, 144
accountability. See responsibility
actions
focusing on intentions vs., 73–75
See also under performance effectiveness
additive tasks, 190n16
Alderfer, Clayton, 58
Allmendinger, Jutta, 136
Ambrose, Fred, xi, 9, 12–13, 15
analytic methods and processes, 20, 53, 111–112, 124
analytic work teams, 43, 76–77, 110, 165, 166
how leaders spend their time, 153–154, 154f
anxieties, personal, 106–107
Arkin, William, 74
bazaar model of collaboration, 65
Bennis, Warren, 28
Berg, David, 109–110
Biederman, Patricia, 28
biographical data about adversaries, 111
boundary between members and nonmembers, 58–59
brainstorming, constrained, 111
Brighton, Harry, 170
Brooks, Frederick, 30–31, 94–95
Brooks’s Law, 95
Burruss, J. A., 155f
Caruso, Heather, 91–92
cathedral model of collaboration, 65
Central Intelligence Agency (CIA), 2, 179
Center for the Study of Intelligence (CSI), 4, 178
client’s expectations and standards of assessing team effectiveness, 37–38
encouraging team members to help, 147
focus (process vs. task), 135–138
individuals vs. team, 134–135
peer coaching, 60, 149, 165–166
temporal appropriateness, 140, 140f
timing, 138–139, 143–147 (see also team life cycles)
cognitive reframing, 111–112
cohesiveness, team, 58–59
co-leadership, 165
collaboration
kinds of, 23–26, 24f (see also teams: types of)
spontaneous, 86
what helps and what gets in the way of, 2–4
collective estimation, 29–30
collective writing, 28
communities of interest, 23
communities of practice, 23–24
compartments, as constraints on information availability, 3, 75, 81, 119–120, 177–179
compensatory tasks, 64, 189n16
competition
intergroup, 174–176
complementary abilities, 32, 85–86, 159, 192n3
complementary tasks, 190n16
composition, team, 51, 84–85, 92–96
picking members, 85–92
in the real world, 96–98
See also team members
conditions for team effectiveness, 51–52
conditions vs. causes, 48–49
potency of, 49–50
See also enabling conditions
conflict. See interpersonal conflict
conjunctive tasks, 190n16
constellation teams, 198n17
creativity, 27–28
cross-boundary exchanges, 59
cross-disciplinary teams, 134
cross-functional and cross-organizational collaboration, 46, 91
cross-training, 46
crowds, wisdom of, 63–64
crowdsourcing, 29–30
debriefing team process and performance, 142–143
decision making by groups, 20, 22, 63–65
by managers, 26
Defense Intelligence Agency (DIA), 9
Delaney-Smith, Kathy, 157–158
Delphi method, 53
DeVries, David, 173
Dine, Matthew, 136
disjunctive tasks, 189n16
dispersed teams. See distributed teams
diversity of resources in teams, 26–27. See also homogeneous vs. heterogeneous groups
Dunbar, Robin, 93
educational support/resources, 117, 121, 123–125
emergent collaboration, 24
enabling conditions, 48–52
group design checklist, 151, 152f, 153
See also specific topics
engineers vs. humanists, artists, and scientists, 90–92
“enriched” approach (for designing work), 78
experience of team members, 88–92
expertise
identifying and using, 15–16
overrated, 169–172
using, 104–110
experts vs. novices and masters, 170–172
face-to-face teams, 32
feedback, direct to team, 79
Fisher, Colin, 139
flight-deck crews, 179
focus of team’s direction, 73–75
Franks, Tommy, 75
free-riding, 93
functional approach to leadership, 163
Gersick, Connie, 139–140
Gigerenzer, Gerd, 170
Ginnett, Robert, 89
Goldwater-Nichols Act of 1986, 177
Google Wave, 122
Group Brain research project/program, ix, xii, 85, 90, 106
group processes. See team processes
groups
advantages and disadvantages of using, 22
See also teams; specific topics
groupthink, 2, 22, 59, 96, 136
Groves, Leslie, 165
growth need strength, 80
harmony. See interpersonal harmony
heroic model of leadership, 180–181
heuristics-driven biases, 170
homogeneous vs. heterogeneous groups, 95–96. See also diversity of resources in teams
informational supports for teams, 116–121. See also compartments
ingroup. See boundary between members and nonmembers
intellectual abilities of team members, 87, 90–91
intelligence community
challenges in creating work teams for, 66–67
use of groups and teams in, 23–26
See also specific topics
intelligence organizations, groups and teams in, 23–26
intelligence work, nature of, 3–5, 123, 170
intentions vs. actions, focusing on, 73–75
interdependence of competing teams, 175–176
of team members, 29, 38–39, 58–60, 65, 175
internal (work) motivation, 70, 80
interpersonal conflict, roots of, 136–137
interpersonal harmony, 46–47
downside of, 135–136
as effect vs. cause, 137
James, Henry, 28
Janis, Irving, 22
Joint Terrorism Task Force (JTTF), 104
Kasparov, Garry, 101–102
knowledge of team members, 40, 42f, 45–46, 142
launch of a new team, 140–141, 155–159
leader attribution error, 47–48, 134
leader turnover, 179–180
diagnostic and execution skills needed, 164
external and internal focus, 154, 155f
how analytic leaders spend their time, 153–154, 154f
implications for, 128–129, 149–150, 153–154, 163–165 (see also specific topics)
launching new team, 158–161
leverage of (the 60–30-10 rule), 154–162
preparation for launching new team, 155–159
leadership, shared, 165–166
leadership philosophies, 75–76, 180–181
leadership strategies, 163
enabling conditions and, 48–49
leadership teams, 181
learning
as a sign of team effectiveness, 39
simultaneous motivation and, 174
Leavitt, Harold, 22
Lehman, Erin, 136
links among members, team size and, 93, 94f
Locke, Edwin, 22
manager-led teams, 191n6
managers, 26, 128–129, 182–183.
See also leaders
Mathiason, David, 81–83
Mattis, James, 77
means vs. ends, specifying, 73–75, 74f
disconnects between rhetoric and reality regarding, 75–77
Mears, Mike, 180
Medina, Carmen, 5
member attribution error, 134
member expertise
impediments to full use of, 105–107
overcoming impediments to use of, 107–109
See also expertise
midpoint consultation, 141–142
minority groups, team members from, 90
motivation competition as a source of, 172–176, 198n9
simultaneous learning and, 174
Myers-Briggs Type Indicator (MBTI), 88
Nominal Group Technique (NGT), 53
norms of conduct, 51–52, 99–102, 112–113
crystallization of, 103
intensity of, 103
that help, 102–104
types of, 104–112
Nunes, D. A., 155f
obstacles to teamwork, overcoming, 66–67
occupational groups, differences among, 90–92
O’Connor, Michael, 32, 50, 60, 61f, 79, 153, 154f, 187n1
offensive vs. defensive orientation, 13–15, 111–112, 185n3
Office of Management and Budget, U.S. (OMB), 34, 81, 82
Oldham, Greg, 75
open source programming, 178
Oppenheimer, J. Robert, 165
organizational supports for teams, 52, 114–117, 120, 129. See also educational support; informational supports for teams; recognition; resources
outgroup. See boundary between members and nonmembers
overbounded systems, 58–59
peer coaching, 60, 149, 165–166
performance effectiveness
actions vs. conditions and, 47–49 (see also enabling conditions)
leaders and, 47–49
of work teams vs. coacting groups, 60, 61f
See also team effectiveness; team processes
performance strategies, 40, 42f, 43–45, 141
developing and deploying, 18–20
formulating appropriate, 110–112
performance tasks vs. learning tasks, 198n9
performance-contingent rewards, 128. See also recognition and reinforcement
prediction markets, 63–65
prework, 155–159
problem solving, 63–65
process checklist, 42
process gains and losses, 41–46
professional development of team members, 39
Project Looking Glass (PLG) simulations, 9–13
reasons for difference between red and blue teams, 13–20
See also specific topics
project teams, 25
promotion vs. prevention orientation, 185n3
purposes, team, 51, 68–69, 75–76
the power of, 81–83
and the work itself, 77–81
Reagan, Ronald, 82–83
recognition and reinforcement, 117, 126–127
pitfalls in providing, 127–128
requests for information (RFIs), 11
resources
material, 125–126
technical and educational, 65, 117, 121–125
and tension between providers and users, 122
responsibility
collective vs. individual, 30–32, 79, 127, 180–181
leader abdication of, 75–76
rewards. See recognition and reinforcement
Rumsfeld, Donald, 74
scapegoating, 90
secrecy
vs. efficiency, 198n14
problems posed by, 3
See also compartments
self-designing teams, 191n6
self-governing teams, 191n6
self-managing teams, 191n6
semi-permanent work teams, 25
shared information, over-reliance on, 105–106
skills of team members, 40, 42f, 45–46, 142
Slavin, Robert, 173
social loafing, 93
social prosthetic system (SPS), 107–108
speed-accuracy trade-off, 185n3
by occupational group, 91, 91f
splitting (“good” vs. “bad” team members), 90
stability of team membership, 58, 61–63
Staw, Barry, 47
Steiner, Ivan, 64
stereotypes, 12
group, 106
overcoming, 16–18
power of, 17
Stockman, David, 82
supportive organizational context.
See organizational supports for teams
“surgical” teams, 30–31
Surowiecki, James, 63
Sutton, Robert, 88
synergistic process gains, 41, 44–46, 50, 52–54, 138, 171
task, proper design of, 77–80. See also coaching: focus (process vs. task)
Team Diagnostic Survey (TDS), 79, 191n12
team effectiveness, 36
dimensions of assessing, 37–40
See also performance effectiveness
team life cycles, phases in, 139–140
beginnings, 140–141
ends, 142–143
midpoints, 141–142
team member capabilities, 100–102
complementary, 32, 85–86, 159, 192n3
intellectual abilities, 87, 90–91
task skills, 85–87
teamwork skills, 87–88
team members
attributes, 85–92
excluding/disinviting, 88
mix of, 95–96
See also composition, team; specific topics
team processes
avoiding group process problems, 53–57
checklist for assessing, 42
monitoring, 40–41
relationship with performance, 41–47
as a sign of team effectiveness, 38–39
team size, 93–95
links among members as size increases, 93, 94f
attributes of real, 57–63
the challenge and potential of, 1–2
over-reliance on, 34–35, 181–183
as passé, 29–30
real work teams (vs. crowdsourcing, collective estimation, and prediction markets), 29–30, 63–66, 169, 182
terminology, 186n4
types of, 30–34, 31f (see also collaboration: kinds of)
when not to use, 27–29
when to use, 26–27
See also groups; specific topics
Teams-Games-Tournament (TGT), 173–174
teamwork. See collaboration
technical tools/resources, 65, 117, 121–123
training of team members, 88–92
trusted information sharing, 119, 178–179
umbrella organizations, 176–177
underbounded systems, 58
vacuous consensus, 103
virtual teams. See distributed teams
Wageman, Ruth, 31f, 48–50, 155f, 161, 162f
Weinberg, Steven, 14
Wood, Jack, 137