Why Teams Don't Work: What Went Wrong and How to Make It Right
Teaming has been a craze in modern organizations. This book is neither a condemnation of teams nor an in-depth look at the history of teams in organizations. It is more about people. In their epilog, Robbins and Finley write, "Teams are trouble, because they're made of people, and people are trouble." Indeed, after the authors give an accounting of all the things that can go wrong with teaming, the reader might marvel that they still have hope for the process. After all, there are so many uncontrollable variables at work just below the surface, not least of which are the hidden agendas of team members. As the authors demonstrate, teaming is actually an extremely complicated, sometimes painful process that can take years to refine. This book is for the millions of workers who either volunteered or were enlisted by a team, gave their honest best to the cause, saw the team go down the tubes, and then wondered why. For all public library business collections.?Randy Abbott, Univ. of Evansville Libs., Ind.Copyright 1995 Reed Business Information, Inc.--This text refers to an out of print or unavailable edition of this title.