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If you can build a team of good people using these guidelines, the achievement of your goals is practically in the bag. These first two sites are oriented to the corporate world, but include ideas, resources, links, etc. Social Psychology 8th edition. The Secrets of Creative Collaboration. Addison -Wesley Publishing Co. Success Secrets from Silicon Valley: Times Books Random House. The Wisdom of Teams: Creating the High - Performance Organization. Harvard Business School Press. Skip to main content. Chapter 13 Sections Section 1.

Developing a Plan for Building Leadership Section 2. Accepting and Maintaining the Call of Service Section 3. Styles of Leadership Section 4. Broadening the Base for Leadership Section 5. Developing a Community Leadership Corps: A Model for Service-Learning Section 6. Recognizing the Challenges of Leadership Section 7. Ethical Leadership Section The Tool Box needs your help to remain available. Toggle navigation Chapter Sections. Main Section Checklist PowerPoint. Learn how to forge a group of people to act as a single unit to achieve your organizations goals.

What are teams and team building? What are the advantages and disadvantages of teams? When should you build teams? What makes a good team? How do you build a team? What is a team? What is team building? Some of their strong points include: A team broadens what individuals can do. Team members gain from the fact that being part of a group makes it possible to do things they couldn't necessarily do alone.

A good team supports and enhances the skills and learning of its members, and brings out the best in them. Humans are, after all, social animals, and, as a species, we've worked in teams for a long time. Try killing and butchering a mammoth single-handedly. Several heads mean a wider range of ideas. Teams can be more imaginative than individuals, and come at things from a larger number of perspectives.

Teams can have a greater array of talents and skills than can be found in a single individual. That obviously increases both their effectiveness and the variety of what they can address. Team members learn new skills from their colleagues. This increases their own range, and also constantly broadens the team's capabilities. Teamwork is more efficient than a number of individuals working solo. The members of a good team know how to assign tasks to the appropriate people, and how to coordinate what they're doing for the maximum effect.

Teamwork provides relief when someone is having a problem. There is always backup and help available, and the stress is less because you're not the only one doing the job. By the same token, the fact that each member knows he's responsible to others works to make him more effective. No one wants to let others down, or to be seen as the weak link. When a team is working well, all its members are aware of their parts in the overall mission, and try to make sure that others' work isn't wasted because of them.

A team member has more ownership of what she's doing. She's involved in the planning of the team's actions, and she can see how her job fits into the larger purpose of the team and the organization. She doesn't feel like she's working in a vacuum. Good teams can build leaders. They give everyone a chance to show what he can do, and to exercise leadership when that's appropriate.

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A shared vision keeps everyone moving forward. That's a pretty impressive array of strengths, but there are weaknesses as well. Team decision-making takes longer than individual decision-making , and can be a great deal more difficult. Depending upon the task or problem, team effort can be wasted effort. Some things can be more easily dealt with by individuals. The team's success may hang on the work of the weakest or least effective team member. Once a team gets rolling in a particular direction, even if it's the wrong direction, it develops momentum. It may be harder for a team than for an individual to get back on a better track.

Especially at the beginning when members are still getting familiar with one another, the work of teams can bog down in interpersonal issues, resentments, and blame. On the other hand, once team members are bonded and committed to one another and the team, they may be reluctant to tell others when their work is unsatisfactory or to point out that the team isn't getting anywhere. Individuals on the team may lose motivation because of the lack of individual recognition for the value of their work.

The balance between team effort and individual recognition is a delicate one. Some of the most important are: The people in the team, in general, have the skills to tackle the task at hand.

Making Collaboration Sweet: Insights from Mars’ Head of Digital

The task requires the complementary skills of a number of people. The task specifically requires several people moving a piano, for instance. The success of the task is not based on the performance of the weakest team member. Team members have experience working in teams. The perceived importance of the task is high.

Group commitment to the task is high. Creating a strategic plan for addressing community issues. A participatory approach to planning would involve building a community team to develop a strategic plan. Starting up a new organization or initiative. You might form a community team to plan for a new entity. Starting a new program or intervention within an organization or initiative.

A community team might plan or begin to implement a new intervention. Once again, a community team might be helpful in getting a new coalition planned and going. Planning and carrying out a community assessment. A diverse team to plan, communicate with the community, gather and analyze information, and report on findings would make for an accurate and efficient assessment. Evaluating an organization, initiative, or intervention. Evaluation is often best accomplished by a team of evaluators who bring different perspectives to the process.

Spearheading an advocacy campaign with a specific goal.

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Here, a team to handle communication, outreach to the community, and contact with legislators and other policy makers could make all the difference. Running a fundraising event or campaign. Staffing and running an organization or initiative. Staff members might be organized into teams with each team having responsibility for some area of the work of the entity.

Another possibility here, especially in smaller organizations, is that the whole staff functions as a single team, working toward a shared vision.

Whos The Driver Anyway Making The Shift To A Collaborative Team Culture

Engaging in ongoing advocacy. A team approach might make advocacy more effective, especially if team members represent different elements of the population. Performing a particular function within a community program or initiative. Many health and human service organizations form teams to address specific issues or populations. A health clinic might have a physician, a social worker, a nurse -midwife, one or two physician's assistants or nurse practitioners, and some RNs all working together as a team to assess and treat families.

Mental health centers often take a team approach, with a case manager and several therapists serving a number of people. Child care providers, teachers especially in middle schools, where the team approach is standard , street outreach workers, and others often also work in this way. Changing the community over the long term. Community organizing and community development are long-term processes. They're often difficult and frustrating, and they rely on the dedication of those engaged in the work. A team approach not only makes more activity possible, it keeps everyone involved aware of what everyone else is doing.

This means that the team can be more efficient and not duplicate services, and that it has the ability to change what it's doing as new information comes in. Mutual support can also add to a team's effectiveness and staying power over the long haul. Greatness starts with superb people.

Those who see things differently, have a knack for finding interesting and important problems, have skill in problem solving, see connections, and are "deep generalists" with broad interests and multiple frames of reference. Great Groups and great leaders create each other. The best leaders create and maintain situations in which others can make a difference. Every Great Group has a strong leader. Leaders might act as "pragmatic dreamers" with original but attainable visions, as "curators" who recognize and select for excellence in others, as coordinators of volunteer associations around "great projects," or as "conductors" who understand the work and what it takes to produce it.

Leaders of Great Groups love talent and know where to find it. Talented people smell out places full of promise and energy where the future is being made. Leaders help connect groups to networks of people, ideas, and resources that enhance the group's work. More diverse networks increase the chances that new connections will be made. Participants know that their inclusion in the group is a sign of excellence. Great Groups are full of talented people who can work together.

Members accept their responsibilities to share information and advance the work. They tolerate personal idiosyncrasies, and try to be good colleagues who advance the common purpose. Great Groups think they are on a mission from God. Members believe that they are doing something vital. The work is more a crusade than a job. A powerful vision helps them see losses as sacrifice. Their clear, collective purpose makes everything they do seem meaningful and valuable.

Members of older generations tell newer ones what they are doing and why, and how new members can contribute. Every Great Group is an island, but an island with a bridge to the mainland. People trying to change the world need to be isolated from it, free from its distractions, yet able to tap into its resources. The work should be intense and fun. Great Groups see themselves as winning underdogs. They are Davids slinging fresh ideas at Goliath.

They see themselves as wily opponents in the face of bigger competitors. Great Groups always have an enemy. They are involved in a "War on Drugs" or a "War on Poverty. People in Great Groups have blinders on. They have a passion for the task at hand. They are unusually devoted to the work. Great Groups are optimistic, not realistic. They are talented people who believe that they will accomplish great things together. The difficulty of the task adds to its joy. In Great Groups the right person has the right job.

Talented people are allowed to do the work they are best suited to doing. The leaders of Great Groups give them what they need and free them from the rest. Leaders help bring in a "worthy challenge," a task that enables people to use their talents fully. They provide the tools needed for the work, and help share information and ideas by convening weekly colloquia in which problems and dilemmas are addressed and new ideas are explored.

They help members manage stress, model and support a climate of civility, and protect the group from the broader institution and environment. They are places of action, not merely think tanks. They do hands-on work that delivers products and services by deadlines. Great work is its own reward.

They are engaged in solving hard, meaningful problems. The work matters to people -- to those served and to those doing it How do you build a team? Choosing team members The factors below are stated as if one person will be choosing the team. Start with the best people you can find. No team is any better than its members, and finding the best people for the jobs at hand is tremendously important. Someone may be a terrific practitioner, but difficult to work with, or jealous of others' successes.

It may make more sense to choose someone who's only second best although still very good at the work, but better at being a member of a team. Choose team members so they'll have a good fit. The issue of fit was mentioned earlier, and it can't be overstressed. In order for team members to fit together well, they must connect on a number of levels. People don't necessarily need to become best friends, but they need at least to respect, and, better yet, to like one another. They're going to be spending a lot of time together: In addition, the more people like and respect one another, the more they'll communicate, and the more loyalty they'll feel to the team and its work.

Both of these conditions add to the effectiveness of the team. As team members are chosen, therefore, it's essential to consider whether each person is likely to get along well with the others, and what she'll add to or take away from the personality of the team. Especially in health, human service, and community work, it's important that the overall goals of everyone involved be similar. If some team members see participant empowerment as paramount, and others see participants as annoying and obstructive, there will be friction.

Not only will team members disagree and perhaps work against one another, but the whole purpose of the team's work will be weakened. It's vital, therefore, that the basic vision of the team's purpose be shared. In choosing team members, people's attitudes and general world views need to play a large role.

Team members don't have to be workaholics, but they need to have similar work ethics and similar conceptions of what doing a good job means.

Who's The Driver Anyway? Making the Shift to a Collaborative Team Culture

If that 's the case, then no one will get upset because he's doing more work than others, or because one person isn't pulling his weight. Ability to use disagreement and conflict well. Team members need to be able to disagree positively, and to use their disagreements and differences about the work to come up with better solutions. They have to be willing to voice those disagreements, because disagreement is often a wellspring for good ideas. At the same time, they have to be able to remove such disagreements from the personal, and look at them as problems to be solved with creativity and mutual respect.

Look for members with a diversity of backgrounds and perspectives. It seems obvious that the more different frames of reference that can be brought to bear on an issue or a community, the better. Teams that are diverse in a number of ways -- background, training, culture, etc. Choosing team members with an eye for what they bring to the mix can create a more dynamic and creative group.


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Look for members with a commitment to the concept of working as a team. Teamwork often requires that people put aside their individual interests in order to accomplish the team's goals. Team members need to understand just what it means to work as part of a team. They have to be willing to compromise -- especially when they know they 're right -- and to maintain a team atmosphere of civility and mutual respect. More to the point, they have to check their egos at the door if the team is to work well. Look for team members committed the team's guiding vision.

The vision may be one that's jointly developed see below , or it may already exist before the team is formed. In either case, belief in it and a willingness to strive toward its realization are a large part of what will make a team successful in the long run. Anyone you choose needs to have the passion needed to make that kind of commitment, and the sense of the world that will allow commitment to the team's particular vision.

Find people with a sense of humor. The work of community-based and grass roots organizations and initiatives is always hard, often frustrating, and seldom pays well, if at all. People need a sense of humor and fun attitude to maintain their enthusiasm, and to deal with the disappointments or failures that are an inevitable part of even the most successful efforts. The gallows humor that some people find appalling in health and human service situations is often just as necessary to the smooth functioning of the organization as the competence and devotion of the staff in the work they do.

Building the team Once a group of team members is assembled whether by hiring, by choosing from among the staff of an existing organization, or by taking an existing group has to be turned into an actual team. Start with the vision. As mentioned several times above, a team needs a vision to be passionate about. It may be the vision of a strong and creative leader. A transformative leader has a vision that draws others with it. It may simply be putting flesh on the bones of what the team is already doing.

Changing the form of the work of an organization to a team approach, for instance, may not involve a change in vision, but simply a clearer statement of, or a new commitment to, what has already been the organization's goal and purpose. It may be a group vision. One way to start building the team is to get it to develop its guiding vision. To see what your friends thought of this book, please sign up. To ask other readers questions about Who's The Driver Anyway?

Making the Shift to a Collaborative Team Culture , please sign up. Lists with This Book. This book is not yet featured on Listopia. I am the author. Carla marked it as to-read Nov 19, Gina is currently reading it Jun 17, Fanny Oniel marked it as to-read Jun 17, Sheryl marked it as to-read Jul 26, Reina marked it as to-read Sep 09, There are no discussion topics on this book yet. John Kuypers blacked out on the living room floor at age 34, frightening him into beginning a 20 year journey to heal his chronic unhappiness.

He left a lucrative executive career and wrote 5 books about the secrets to experiencing lasting peace. John has been a speaker to thousands, coached dozens of clients and inspired many with his prolific blog writings on one scripture that is the secret to John Kuypers blacked out on the living room floor at age 34, frightening him into beginning a 20 year journey to heal his chronic unhappiness.


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  6. John has been a speaker to thousands, coached dozens of clients and inspired many with his prolific blog writings on one scripture that is the secret to making Spirit-based decisions that let you trust your future so you can live in the present. Books by John Kuypers. Trivia About Who's The Driver No trivia or quizzes yet.