Why ‘Behaviorally Smart’ Teams Work

HR Management

It never ceases to amaze how many organizations rely on groups of people (teams) to deliver significant outcomes for their businesses yet invest few resources in understanding the individuals who make up a team. Great team dynamics are the basis for success. When teams are built on knowledge of one another’s behaviors, communication style and environmental needs, winning is an inevitable outcome.

Leading Across the Divide: Organizational Culture and Context

Pinsight

Organizations in this category build success by promoting human development and creating high individual commitment. They can do this by: Establishing daily team-building activities that build relationships among teammates and make them feel more connected. 2001).

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Susan Kavanaugh of KavCom Conscious Communications: “Be authentic”

Thrive Global

She and her team serve companies who believe in “Work as a Force for Good” by providing conscious marketing content, articles, blogs, grant requests and financial growth consultation. They would strategize on how to build greater community and communication to reach peaceful resolutions.

Creating an Impactful Culture - A View of NUMMI From the Inside

NCHRA

GM wanted to understand the effective Toyota Production System, and Toyota wanted to see how that system could work with U.S. Although each of these lessons can be implemented independently, a culture “system” becomes much more effective when all the pieces are heading toward a common goal or vision. During my tenure, I was privileged to help develop and build the Problem Solving Circles program (a name we used for the quality circle program).

The Heartbeat of the Organization

Conversation Matters

They go in order to meet with others to talk together about the planning and coordination issues their team or department is facing. The research on virtual teams shows that they have more conflicts than face-to-face teams, and the integration among team members is more troublesome making speed to market is slower. At Cisco, managers and employees meet face-to-face two or three times a year for team building or planning sessions.

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