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Full Description
The Collaborative Work Systems Fieldbook is a comprehensive reference that offers practitioners a resource for dealing with the challenges of designing and implementing collaborative work systems in value chains, organizational networks, partnerships with stakeholders, web-based teams, cross-functional teams, strategic alliances, and team-based organizations. The Collaborative Work Systems Fieldbook is filled with ideas, examples, and tools and includes a wealth of matrices, margin notes, and symbols that make locating relevant information easy. Part of The Collaborative Work Systems series and based in part on principles introduced in the flagship book-- Beyond Teams, This Fieldbook is written for change leaders, OD managers, steering team members, design team members, line managers, and functional leaders who need a hands-on resource for dealing with collaborative work systems issues.
Contents
List of Figures, Tables, and Exhibits. Preface for the Collaborative Work Systems Series.
Acknowledgments.
Preface.
Introduction and Framework for the Fieldbook (Michael M. Beyerlein, Craig McGee, Gerald D. Klein, Jill E. Nemiro, and Laurie Broedling).
PART 1: STRATEGY AND GOAL SETTING (Craig McGee)
Chapter 1: Critical Success Factors in Team-Based Organizing: A Top Ten List (Michael M. Beyerlein and Cheryl L. Harris).
Chapter 2: The Search Conference: A Participative Planning Method That Builds Widespread Collaboration (Catherine Bradshaw, Joan Roberts, and Sylvia Cheuy).
Chapter 3: The Transformation Grid: A Framework for TBO Conversions (Tom Devane).
Chapter 4: Chartering Your Team for Peak Performance (Kevin Dowling))
Chapter 5: Return on Teaming Initiative (ROTI): Measuring Teaming Outcomes to Optimize Their Performance (Frances Kennedy).
Chapter 6: ROI and Strategy for Teams and Collaborative Work Systems (Alec R. Levenson).
PART 2: LEADERSHIP AND ORGANIZATIONAL CULTURE (Jill E. Nemiro).
Chapter 7: Side-by-Side Leaders Promote Breakthrough Results (Dennis Romig).
Chapter 8: Team Accountability: A Leadership Responsibility (Michael M. Beyerlein).
Chapter 9: Sustaining Leadership Teams at the Top: The Promise and the Pitfalls (Mindy L. Gewirtz and Peter Gumpert).
Chapter 10: Developing and Assessing a Climate for Creativity in Virtual Teams (Jill E. Nemiro).
Chapter 11: Alignment: The Key to Collaborative Work Systems (Craig McGee).
PART 3: STRUCTURE AND OVERALL DESIGN (Gerald D. Klein).
Chapter 12: Accelerating Organization Design: Choosing the Right Approach (William O. Lytle).
Chapter 13: Creating a Collaborative Work System in an Engineering Department (Craig McGee).
Chapter 14: Real Collaboration Requires Power Sharing: The Participative Design Approach (Catherine Bradshaw, Joan Roberts, and Sylvia Cheuy).
Chapter 15: The Participative Design Workshop and Its Variations (Donald W. de Guerre).
Chapter 16: Gaining Commitment to High Performance Work Systems: John Deere Case Study (Gina Hinrichs and Kevin Ricke).
Chapter 17: Developing Team-Based Support Systems: Conceptual Overview and Strategic Planning Workshop (Cheryl L. Harris and Sarah L. Bodner).
PART 4: WORK PROCESSES AND COMMUNICATION SYSTEMS (Craig McGee).
Chapter 18: The CAIRO Tool: A Tool for Defining Communication Patterns and Information Flow (Craig McGee).
Chapter 19: Managing Intergroup and Interdepartmental Conflict to Improve Collaboration (Gerald D. Klein).
Chapter 20: Learning and Communicating About Collaboration in Dispersed Teams (Kenneth David and John R. Lloyd).
Chapter 21: Making Space for Communities of Practice: Creating Intellectual Capital Through Communicative Action (David O'Donnell and Gayle Porter).
Chapter 22: How to Effectively Communicate Virtually: Lessons from Case Studies of Virtual Teams (Jill E. Nemiro).
PART 5: HUMAN RESOURCE PROCESSES (Laurie Broedling).
Chapter 23: Team Member Selection: "Tell Us About a Time When . . ." (Carole Townsley and Susan Larkin).
Chapter 24: The Team Excellence Award Program: Recognizing Successful Team Problem Solving and Process Improvement (Laurie Broedling).
Chapter 25: A Problem-Solving Training Program for Groups of Service Engineers: A Case Study (Ad Kleingeld and Harrie van Tuijl).
Chapter 26: Creating and Measuring Ways to Win Together (Theodore A. Wohlfarth and Michael J. Stevens).
Chapter 27: Keeping Teams Afloat: Critical Coaching Competencies in Today's Team-Based Organizations (Sarah L. Bodner and Lori Bradley).
Chapter 28: A Web-Based Electronic Performance Support System for Managers (Garry McDaniel and Bijan Masumian).
PART 6: INDIVIDUAL, INTERPERSONAL, AND TEAM COMPETENCIES AND SKILLS (Gerald D. Klein).
Chapter 29: UATTRA Performance Assessment for Fast Formed Teams (Kelly Rupp).
Chapter 30: Building and Using Virtual Learning Environments (Deborah Hurst and Scott Follows).
Chapter 31: The Dynamics of Conflict Resolution (Jimmy A. Nelson).
Chapter 32: Increasing Collaboration Success Through New Meeting Behavior (Gerald D. Klein).
Chapter 33: A Tool Approach to Forgotten Team Competencies (Michael M. Beyerlein).
Chapter 34: Balancing Skills for Collaboration with Individual Development (Gayle Porter).
Conclusion Reflecting on the Lessons Learned.
References.
About the Series Editors.
About the Book Editors.
About the Contributors.
Index.
