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1、TheDisciplineofTeamsItwon’tsurpriseanyoneto?ndanarticleonteamsbyJonKatzenbachandDouglasSmith?guringintoanissuedevotedtohighperformance.WhilePeterDruckermayhavebeenthe?rsttopointoutthatateam-basedorganizationcanbehighlyeffective,KatzenbachandSmith’sworkmadeitpos
2、sibleforcompaniestoimplementtheidea.Inthisgroundbreaking1993article,theauthorssaythatifmanagerswanttomakebetterdecisionsaboutteams,theymustbeclearaboutwhatateamis.Theyde?neateamas“asmallnumberofpeoplewithcomplementaryskillswhoarecommittedtoacommonpurpose,setofp
3、erformancegoals,andapproachforwhichtheyholdthemselvesmutuallyaccountable.”Thatde?nitionlaysdownthedisciplinethatteamsmustsharetobeeffective.KatzenbachandSmithdiscussthefourelements–commoncommitmentandpurpose,performancegoals,complementaryskills,andmutualaccount
4、ability–thatmaketeamsfunction.Theyalsoclassifyteamsintothreevarieties–teamsthatrecommendthings,teamsthatmakeordothings,andteamsthatrunthings–anddescribehoweachtypefacesdifferentchallenges.Earlyinthe1980s,BillGreenwoodandasmallbandofrebelrailroaderstookonmostoft
5、hetopmanagementofBurlingtonNorthernandcreatedamultibillion-dollarbusinessin"piggy-backing"railservicesdespitewidespreadresistance,evenresentment,withinthecompany.TheMedicalProductsGroupatHewlett-PaclcardowesmostofitsleadingperformancetotheremarkableeffortsofDea
6、nMorton,LewPlatt,BenHolmes,DiclcAlberding,andahandfuloftheircolleagueswhorevitalizedahealthcarebusinessthatmostothershadwrittenoff.AtKnightRiddenJimBatten's"customerobsession"visiontoolsrootattheTallahasseeDemocratwheniqfrontlineenthusiaststurnedachartertoelimi
7、nateerrorsintoamissionofmajorchangeandtooktheentirepaperalongwiththem.Sucharethestoriesandtheworkofteams-realteamsthatperform,notamorphousgroupsthatwecallteamsbecausewethinkthatthelabelismotivatingandenergizing.Thedifferencebetweenteamsthatperformandothergroups
8、thatdon'tisasubjecttowhichmostofuspayfartoolittleattention.Partoftheproblemisthat"team"isawordandconceptsofamiliartoeveryone.(Seetheexhibit"NotAllGroupsAreTeams:HowtoTellthe
