INDEX

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

Carter, Jimmy, 82, 83

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

coaching, team, 52, 130–133

encouraging team members to help, 147

focus (process vs. task), 135–138

impact of, 161–162, 162f

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)

coacting groups, 24–25, 31–32

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

commitment, 41–42, 42f

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

as motivation, 172–175, 198n9

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

distributed teams, 25, 32–33

diversity of resources in teams, 26–27. See also homogeneous vs. heterogeneous groups

Dunbar, Robin, 93

educational support/resources, 117, 121, 123–125

effort, 40–42, 42f

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

Heuer, Richards, 50, 186n11

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

Kosslyn, Stephen, ix, 107–108

launch of a new team, 140–141, 155–159

leader attribution error, 47–48, 134

leader turnover, 179–180

leaders, team, 26, 165

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

internal (work), 70, 80

simultaneous learning and, 174

Myers-Briggs Type Indicator (MBTI), 88

networks, 92–93, 111–112, 169

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

features of good, 69–73, 73f

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

sand dune teams, 33–34, 181

scapegoating, 90

scientific management, 78, 81

secrecy

culture of, 120, 178

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

synergy, 31–32, 42f, 59, 135

task, proper design of, 77–80. See also coaching: focus (process vs. task)

task forces, 25, 104

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

teams, 34–35, 181–183

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

wisdom of crowds, 63, 64

Wood, Jack, 137

Woolley, Anita, xii, 141, 142f