From Publishers Weekly
The importance of teams has become a cliche of modern business theory, but few have a clear idea of what it means. In this new edition of their best-selling primer, Katzenbach and Smith try to impart some analytical rigor to the concept. Drawing on their experience as management consultants and a plethora of case studies at companies like Burlington Northern and Motorola, they cover such topics as the optimal size of teams, coping with turnover in team personnel and nurturing "extraordinary teams" rather than "pseudo-teams." Reacting against the touchy-feely interpersonal bent of discourse on teams, they emphasize hard-nosed principles of "performance, focus, and discipline," over the softer concerns of "communication, openness and 'chemistry.'" Teams, they argue, gel and achieve not by developing "togetherness," but by tackling and surmounting specific "outcome-based" challenges ("eliminate all late deliveries...within 90 days" rather than the vaguer "develop a plan for improving customer satisfaction."). Some of the authors' recommendations are reasonably precise and practical, but too many are nebulous truisms ("keep the purpose, goals, and approach relevant and meaningful") or weighed down by turgid consultant-ese ("integrating the performance goals of formal, structural units as well as special ad hoc group efforts becomes a significant process design challenge"). The case studies are better written, but it's not clear that these inspiring anecdotes of team triumph add up to a systematic doctrine. The book leaves the impression that teams ultimately just have to learn by doing. Copyright 2003 Reed Business Information, Inc.

From Library Journal
The authors, who are both consultants, conducted extensive interviews with companies to discover how successful teams are created and sustained. The result is not a research report but a collection of minicase histories and commentary. Some of the findings: Teams respond to performance challenges and not to managers' exhortations for more "teamwork." Organizations committed to high-performance standards and willing to modify individual accountability requirements experience the greatest success with teams. Successful team leaders are not necessarily those with remarkable leadership qualities. Instead, they "simply need to believe in their purpose and their people." Team leaders do real work, remove obstacles, and build trust and confidence. Recommended for larger public libraries and special business collections.- Andrea C. Dragon, Coll. of St. Elizabeth, Convent Station, N.J.Copyright 1993 Reed Business Information, Inc.


"This book offers valuable advice in the fine art of building teams for high performance results...The authors provide real and disguised examples...along with specific recommendations...and offer useful ideas for balancing work responsibilities, executive egos, communications, and skills."


"The Wisdom of Teams captures the power and vision of what great business teams can accomplish. Its stories and lessons should be read and learned."


"Teams at any level in the organization make all the difference to performance. This book describes, with inescapable clarity, the discipline necessary for both teams and performance."


"An unusually thorough study of teams...As well as challenging much conventional wisdom about teams, the book is full of advice about how to organize proper--and properly effective--teams."


"A thoughtful and well-written book filled with fascinating examples. . . . You will be hard-pressed to find a better guide to the essential building block of the organization of the future."

Book Description
How can you tap into the tremendous benefits of teamwork in the workplace? The authors of this take-charge audio tell you how as they combine real-life examples with solid, managerial advice. Learn how to analyze the dynamics of teamwork while laying out the ground rules for achieving high-performance goals where you work. A timely work no one in business or government can afford to miss.

Book Info
Includes dozens of stories and case examples involving real people and situations. Captures the power and vision of what great business teams can accomplish. DLC: Word groups.

About the Author
Jon R. Katzenbach has been with McKinsey & Company, Inc., for more than three decades, and is considered to be one of the firm's leading thinks on issues or organization and performance. Douglas K. Smith is a leading commentator and consultant on organization performance and change who has also co-authored two previous books: Fumbling the Future: How Xerox Invented and The Ignored the First Personal Computer and Sources of the African Past.

ANNOTATION

Blending real-world examples with solid, managerial advice to analyze the dynamics of teamwork and lay out the ground rules, the authors stress the overriding importance of high performance goals and common purpose.

FROM THE PUBLISHER