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NEW from the bestselling HBR’s 10 Must Reads series.
Most teams underperform. Yours can beat the odds.
If you read nothing else on building better teams, read these 10 articles. We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you assemble and steer teams that get results.
Leading experts such as Jon Katzenbach, Teresa Amabile, and Tamara Erickson provide the insights and advice you need to:
• Boost team performance through mutual accountability
• Motivate large, diverse groups to tackle complex projects
• Increase your teams’ emotional intelligence
• Prevent decision deadlock
• Extract results from a bunch of touchy superstars
• Fight constructively with top-management colleagues
Looking for more Must Read articles from Harvard Business Review? Check out these titles in the popular series:
HBR’s 10 Must Reads: The Essentials
HBR’s 10 Must Reads on Communication
HBR’s 10 Must Reads on Collaboration
HBR’s 10 Must Reads on Innovation
HBR’s 10 Must Reads on Leadership
HBR’s 10 Must Reads on Making Smart Decisions
HBR’s 10 Must Reads on Managing Yourself
HBR’s 10 Must Reads on Strategic Marketing
- Sales Rank: #53580 in Books
- Published on: 2013-03-12
- Original language: English
- Number of items: 1
- Dimensions: 8.25" h x 5.50" w x .75" l, .46 pounds
- Binding: Paperback
- 208 pages
About the Author
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Kathleen M. Eisenhardt is the S. W. Ascherman M.D. Professor of strategy at Stanford’s School of Engineering and co-director of the Stanford Technology Ventures Program. She is the coauthor of the award-winning book Competing on the Edge: Strategy as Structured Chaos and is the recipient of numerous awards for her research. She lives in Palo Alto, California.
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Most helpful customer reviews
18 of 20 people found the following review helpful.
Most teams self-destruct. Don’t let that happen to yours.
By Robert Morris
This is one in a series of anthologies of individual articles that the editors of Harvard Business Review consider to be the “must reads” in a given business subject area, in this instance teamwork. I have no quarrel with any of their ten selections, each of which is eminently deserving of inclusion. Were all of these article purchased separately as reprints, the total cost would be $60 and the value of any one of them exceeds that. Given the fact that Amazon now sells this one for only $13.53, that’s quite a bargain. The same is true of volumes in other series such as “Harvard Business Review on….” and “Harvard Business Essentials.” I also think there is great benefit derived from the convenience of having a variety of perspectives and insights gathered in a single volume
In all of the volumes in the “10 Must Read” series that I have read thus far, the authors and HBR editors make skillful use of several reader-friendly devices that include “Idea in Brief” and “Idea in Action” sections, checklists with and without bullet points, boxed mini-commentaries (some of which are “guest” contributions from other sources, and graphic charts and diagrams that consolidate especially valuable information. These and other devices facilitate, indeed expedite frequent review later of key points later.
Those who read this volume will gain valuable information, insights, and counsel that will help them to boost team performance through mutual accountability, motivate large and diverse groups to tackle complex projects, increase their teams emotional intelligence, prevent or resolve decision gridlock, extract collaborative results from a group of superstars, and disagree constructively with colleagues at all levels and in all areas of the given enterprise.
Here are three brief passages that are representative of the quality of the articles from which they are excerpted as well as of the quality of the other seven articles in this volume.
From “The New Science of Building Great Teams,” Alex (“Sandy”) Pentland: “With remarkable consistency, the data showed that the most important predictor of a team’s success was its communication patterns. Those patterns were as significant as all other factors – intelligence, personality, talent – combined. In fact, the researchers could tell which teams would outperform simply by looking at the data on their communication, without even meeting the members.”
From “The Discipline of Teams,” co-authored by Jon Katzenbach and Douglas Smith: “A team’s essential discipline comprises five characteristics:
1. A meaningful common purpose that members of the team have helped shape.
2. Specific performance goals that flow directly from the common purpose.
3. A mix of complementary skills between and among members.
4. A strong commitment to how the work gets done.
5. Mutual accountability.
“Once the essential discipline has been established, a team is free to concentrate on the critical challenges it faces.”
From “How Management Teams Can Have a Good Fight,” co-authored by Kathleen Eisenhardt, Jean Kahwajy, and L.J. Bourgeois III: “How can managers encourage the kind of substantive [principled] debate over issues that leads to better decision making? We found five approaches that help generate constructive disagreement within a team:
1. Assemble a heterogeneous team, including diverse ages, genders, functional backgrounds, and industry experience.
2. Meet together as a team regularly and often.
3. Encourage team members to assume roles beyond their obvious product, geographic, or functional responsibilities.
4. Apply multiple mind-sets to an issue.
5 Actively manage conflict by mitigating interpersonal conflict.
If you read nothing else on building better teams, read these ten classic articles from Harvard Business Review.
5 of 6 people found the following review helpful.
Couple of really good articles, but a bit short on content
By Anne
I really like the HBR Must Reads series, but this book seemed attenuated and lacking in more current thought leader criteria. Still worth a look, but The Discipline of Teams is arguably the best selection. Wish there was more content.
0 of 0 people found the following review helpful.
to be my favorite out of HBR’S 10 Must Reads (2013)
By Amazon Customer
I found the article, Eight Ways to Build Collaborative Teams (Gratton & Erickson, 2007), to be my favorite out of HBR’S 10 Must Reads (2013). Building a team that knows how to work together is a tremendous benefit in today’s growing business culture. The article proposes that “the qualities required for success are the same qualities that undermine success” (Gratton & Erickson, 2007, p. 56). These qualities for building collaborative teams are being large, virtual participation, diversity and the high educational levels. This article suggests using the eight ways to build collaboration in teams with complex and major initiatives. They refer to the large actions that companies need to make to stay competitive or change to create value.
Gratton and Erickson began by researching fifty-five large teams that seems to demonstrate high levels of collaboration in order to find similarities in their practices (2007). What they found were four categories in which all the businesses seems to “overcome substantially the difficulties that were posed by size, long-distance communication, diversity and specialization” (Gratton & Erickson, 2007, p. 58). The four categories were executive support, HR practices, strength of the team leader and the structure of the team. The rest of this review breaks down each of the four categories in which the authors came up with their eight ways to build collaborative teams.
Executive Support
“At the most basic level, a team’s success or failure at collaborating reflects the philosophy of the top executives in the organization” (Gratton & Erickson, 2007, p. 59). Top leaders have to (1) invest in signature relationship practices. Gratton and Erickson found that “in every case the company’s top executives had invested significantly n building and maintaining social relationship throughout the organization (2007, p. 60). But it is not enough just to invest in this for employees, executives need to (2) model collaborative behavior. People should see the top leaders working hand in hand with others. “A senior team’s collaborative nature trickles down throughout the organization” (Gratton & Erickson, 2007, p. 63). Another area executive support is needed is by (3) creative a gift culture. This gift culture is made up of leaders investing time, energy and resources in mentoring and coaching. It should be evident in both themselves personally and throughout the entire organization. The huge benefit of this practice is that it allows people within the organization to build the networks they need to do the work they have been tasked with across the company (2007).
HR Practices
Surprisingly, Gratton and Erickson’s research showed, reward systems didn’t have a noticeable effect on collaborative behavior in the companies they interviewed. More so, it was the human resources signification investment to (4) ensuring the requisite skills and (5) supporting a sense of community that made a significant impact for collaborative teams (2007). When HR departments intentionally made sure teams had specific relational skills necessary for working with others it displayed in team performance. HR should invest in teaching employees “appreciating others, being able to engage in purposeful conversation, productively and creatively resolving conflicts and program management” (Gratton and Erickson, 2007, p. 66). Their studies also showed “While a communal spirit can develop spontaneously, we discovered that HR can also play a critical role in cultivating it, by sponsoring group events and activities” (Gratton and Erickson, 2007, p. 68). By investing in relational skills and providing informal opportunities for employees to gather together, a leader can encourage better cooperation and collaboration.
Strength of the Team Leader
It is very important for the collaboration of a team to have the correct leader. Gratton and Erickson speak to the importance of ‘flexibility’ as a quality of managers (2007). This means that organizations need to (6) assign leaders who are both task- and relationship-oriented. “They make the goal clear, engaged in debates about commitments, and clarified the responsibilities of individual team members. However at a certain point in the development of the project they switched to a relationship orientation” (Gratton and Erickson, 2007, p. 70). Leaders that can change their style during a project are more likely to lead a successful collaborative team.
Team Formation and Structure
The complex nature of team-member can stifle the goals a team is working toward, especially when they do not know each other. Gratton and Erickson found that “when 20% to 40% of the team members were already well connected to one another, the team had strong collaboration right from the start” (2007, p. 71). This shows it is important to (7) build on heritage relationships in order to build team collaboration. These heritage relationships have already invested time and effort in building trust with each other. The one pitfall that can move a team away from collaboration with this practice is “if not skillfully managed, too many of them can actually disrupt collaboration. When a significant number of peole with the team know one another, they tend to for strong subgroups” (Gratton and Erickson, 2007, p. 72). This can cause a divisive nature within the team that will work against accomplishing collaboration. A way that teams can limit certain friction within the group setting is for there to be an (8) understanding of role clarity and task ambiguity. Gratton and Erickson state, “Collaboration improves when the roles of individual team members are clearly defined and well understood” (2007, p. 72). When people know, specifically, what they are supposed to be doing and how their role impacts the whole, leaders limit the need for sharing when it isn’t needed. It also empowers those who are highly skilled to work independently on their portion. Given this practice, teams can be successful if they are “composed of specialists who had deep expertise in their given function , and each person had a clearly defined role” (Gratton and Erickson, 2007, p. 73).
If team can practice the eight ways above they will succeed in working together on complex tasks or projects. Gratton and Erickson summarize this article by saying, “Strengthening your organization capacity for collaboration requires a combination of long-term investments – in building relationships and trust, in developing a culture in which senior leaders are role models of cooperation – and smarter near-term decisions about the ways team are formed, roles are defined, and challenges and takes are articulated” (2007, p. 74). Once a company can articulate these practices it will overcome the four traits that are crucial to successful teams but can also undermine them; size, virtual, diversity and expertise. The authors conclude this article well when they state “Companies can assemble the breadth of expertise needed to solve complex business problems – without inducing the destructive behaviors that can accompany it” (Gratton and Erickson, 207, p. 74).
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HBR's 10 Must Reads on Teams (with featured article “The Discipline of Teams,” PDF
