Project teams are the rule rather than the exception in today's
organizations. But thanks to the pressure of performance goals,
conflicting agendas, and political jockeying, few teams make
superior decisions consistently. Instead, team members communicate
poorly or not at all, avoid provocative discussion, occasionally
stab each other in the back, or in many other ways forget that
their job is to make decisions that lead the company forward. Jana
Kemp, an authority on team decision making, saves the day by
offering tested methods and tools team members and their leaders
can use to ratchet up the performance level. That not only makes
team projects more successful--it makes work fun. Kemp argues that
the way to make good decisions is to have an expansive group
conversation that leads to sound decisions and swift execution.
Sounds simple, but in most organizations, making a decision and
seeing it through can become an exercise in frustration for
managers and employees alike. At one end of the spectrum are
"command-and-control" decisions, proclaimed from on-high and
implemented through the ranks. Without input or buy-in from those
affected by the decision, this approach can lead to resentment and
backlash. At the other end are purely collaborative, consensus
decisions that often lead to inoffensive, weak choices and sub-par
results. As Jana Kemp shows in Moving Out of the Box, there's a
time for consensus, and a time for command and control--and a time
to integrate both approaches. Her practical tools, honed through
application in groups of all types and sizes, ensure that team
members have the know-how to make effective decisions that have an
impact on an organization's results. Providingexamples of successes
and failures, as well as interactive and diagnostic exercises, she
identifies five decision-making profiles, and shows how to steer
your group into the most effective one. The five profiles:
*Anti-survival. The naysayers have control. Surprisingly, sometimes
they should be listened to. *Boxed-in. When no one can come up with
fresh ideas, it's time to think out of the box. *Neutral. Nobody
terribly excited or negative? Don't worry, sometimes this isn't a
bad place to be to make a good decision. *Engaged enthusiasm. If
you can get the team into this attitude, chances are that a good
decision will result and follow-through will occur. *Extreme
excitement. Most teams leaders think this is where the team needs
to be to make a good decision. It's nice, but not required. Each
profile or group dynamic is well defined and includes scenarios,
exercises, quizzes, sample questions, and other conversation
starters. The book ends with a blueprint for putting decisions into
action. All in all, this handbook will help improve group and
individual communication, problem solving, decision making, and
execution, regardless of the task at hand.
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