Effective Teamwork Quotes

The focus on contribution by itself supplies the four basic requirements of effective human relations: communications; teamwork; self-development; and development of others.

Building a high-performance board requires a long-term commitment to building a cohesive and effective team.

What makes the teamwork effective is Cooperation which makes the team 'WORKS'.

Effective teams have teammates who are constantly talking to one another.

Alignment and collaboration need not be fuzzy, ill-defined concepts for “let’s just all get along.” Effective teamwork is more than good manners and good will, although both help an organization function more effectively. Alignment results from shared goals. Collaboration results from shared measures of success.

Even upon the waters of trial and tribulation, by building the ships of kinship, fellowship, leadership and mentorship, we become unsinkable.

Humbleness and enthusiasm are two great qualities for effective leadership. By aligning your 114 chakras, you can unleash your inner fire and inspire your team to achieve greatness.

Uniformity is not the key to successful teamwork. The glue that holds a team together is unity of purpose.

Cohesion is the bane of effective independence.

If we don’t communicate, we certainly can’t get much done and if we don’t communicate authentically, what we get done is less effective.

Efficiency is to do what is effective, achieve high customer satisfaction with less operating cost, and improve employee productivity with good teamwork.

It's all too easy to hit the “send” button before we've really had the chance to think about the effect on the audience.

Communication and Connection Skillful Self-Expression What Do We Want? The Culture of Disparagement Appreciative Inquiry Gossip Paying Attention The Realm of Email Teamwork The Ripple Effect

When you listen to people, they feel valued. A 2003 study from Lund University in Sweden finds that “mundane, almost trivial” things like listening and chatting with employees are important aspects of successful leadership, because “people feel more respected, visible and less anonymous, and included in teamwork.”10 And a 2016 paper finds that this form of “respectful inquiry,” where the leader asks open questions and listens attentively to the response, is effective because it heightens the “follower’s” feelings of competence (feeling challenged and experiencing mastery), relatedness (feeling of belonging), and autonomy (feeling in control and having options). Those three factors are sort of the holy trinity of the self-determination theory of human motivation, originally developed by Edward L. Deci and Richard M. Ryan.11

High performance teams have six characteristics that allow them to consistently achieve exceptional levels of results: Common Purpose Crystal Clear Roles Accepted Leadership Effective Processes Solid Relationships Excellent Communication

Good leaders follow as well as they lead. Because you can’t delegate effectively without being a good follower. When you delegate, you have to then trust the leadership of the person you delegated the activity to. And that’s good followership.

However, more important to all of that: the players played the game as a true team. There are many teams in baseball, but not all play as a team. Many merely play as a group of talented athletes, which is a huge difference over the course of a long season.

Nevertheless, the current social paradigm enthrones independence. It is the avowed goal of many individuals and social movements. Most of the self-improvement material puts independence on a pedestal, as though communication, teamwork, and cooperation were lesser values. But much of our current emphasis on independence is a reaction to dependence—to having others control us, define us, use us, and manipulate us.

Listening and oral communication Adaptability and creative responses to setbacks and obstacles Personal management, confidence, motivation to work toward goals, a sense of wanting to develop one’s career and take pride in accomplishments Group and interpersonal effectiveness, cooperativeness and teamwork, skills at negotiating disagreements Effectiveness in the organization, wanting to make a contribution, leadership potential10 Of seven desired traits, just one was academic: competence in reading, writing, and math.

Synergy refers to the interaction of elements that when combined produce a total effect that is greater than the sum of the individual elements. In the context of your business, consider how a team can put forth a collaborative effort that exceeds an individual’s output. Now on task, you may begin to share the key parts of your plan with the pillars of your business or family. Embrace the opportunity and be enthusiastic as you are assigning responsibilities. Everyone needs to have a “paddle in the canoe” and work in synchronicity to achieve the desired outcome.

In the long term, if you have a habit of working through lunch, then science shows us you’re more likely to be emotionally exhausted, suffer sleep problems, and you’ll take more time off due to illness. Leave your work behind at lunchtime to release the brain into its most relaxed firing patterns: memories form, emotions settle, thoughts consolidate, tense muscles relax, and stress responses calm. Wherever possible, taking a lunch break outdoors and around green spaces enhances its restorative effects. Bosses take note: a team lunch results in improved teamwork, morale, and productivity.

One winter day in 1993, Bob, Giselle, and Dan proposed taking me out to dinner with the stated purpose of “giving Ray feedback about how he affects people and company morale.” They sent me a memo first, the gist of which was that my way of operating was having a negative effect on everyone in the company. Here’s how they put it: What does Ray do well? He is very bright and innovative. He understands markets and money management. He is intense and energetic. He has very high standards and passes these to others around him. He has good intentions about teamwork, building group ownership, providing flexible work conditions to employees, and compensating people well. What Ray doesn’t do as well: Ray sometimes says or does things to employees which makes them feel incompetent, unnecessary, humiliated, overwhelmed, belittled, oppressed, or otherwise bad. The odds of this happening rise when Ray is under stress. At these times, his words and actions toward others create animosity toward him and leave a lasting impression. The impact of this is that people are demotivated rather than motivated. This reduces productivity and the quality of the environment. The effect reaches far beyond the single employee. The smallness of the company and the openness of communication means that everyone is affected when one person is demotivated, treated badly, not given due respect. The future success of the company is highly dependent on Ray’s ability to manage people as well as money. If he doesn’t manage people well, growth will be stunted and we will all be affected.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

Social capital, or “networks of trust,” are rooted in relationships based on a common set of norms and values that bind a group of individuals together and enable them to collaborate more effectively. Networks of trust are critical in complex systems that demand high performance under fast-paced, ambiguous, and evolving conditions. Successful outcomes in military special forces, modern aviation, championship sports, and hyper-growth startups all require teamwork that is grounded in trust and a shared sense of purpose.

The Twelve Behaviors 1.​Focus on customers and growth (serve customers well and aggressively pursue growth). 2.​Lead impactfully (think like a leader and serve as a role model). 3.​Get results (consistently meet any commitments that you make). 4.​Make people better (encourage excellence in peers, subordinates, and/or managers). 5.​Champion change (drive continuous improvement in our operations). 6.​Foster teamwork and diversity (define success in terms of the entire team). 7.​Adopt a global mind-set (view the business from all relevant perspectives, and see the world in terms of integrated value chains). 8.​Take risks intelligently (recognize that we must take greater but smarter risks to generate better returns). 9.​Be self-aware (recognize your behavior and how it affects those around you). 10.​Communicate effectively (provide information to others in a timely, concise, and thoughtful way). 11.​Think in an integrative fashion (make more holistic decisions beyond your own bailiwick by applying intuition, experience, and judgment to the available data). 12.​Develop technical or functional excellence (be capable and effective in your particular area of expertise).

I’m Jay Powers, the circulating nurse”; “I’m Zhi Xiong, the anesthesiologist”—that sort of thing. It felt kind of hokey to me, and I wondered how much difference this step could really make. But it turned out to have been carefully devised. There have been psychology studies in various fields backing up what should have been self-evident—people who don’t know one another’s names don’t work together nearly as well as those who do. And Brian Sexton, the Johns Hopkins psychologist, had done studies showing the same in operating rooms. In one, he and his research team buttonholed surgical staff members outside their operating rooms and asked them two questions: how would they rate the level of communications during the operation they had just finished and what were the names of the other staff members on the team? The researchers learned that about half the time the staff did not know one another’s names. When they did, however, the communications ratings jumped significantly. The investigators at Johns Hopkins and elsewhere had also observed that when nurses were given a chance to say their names and mention concerns at the beginning of a case, they were more likely to note problems and offer solutions. The researchers called it an “activation phenomenon.” Giving people a chance to say something at the start seemed to activate their sense of participation and responsibility and their willingness to speak up. These were limited studies and hardly definitive. But the initial results were enticing. Nothing had ever been shown to improve the ability of surgeons to broadly reduce harm to patients aside from experience and specialized training. Yet here, in three separate cities, teams had tried out these unusual checklists, and each had found a positive effect. At Johns Hopkins, researchers specifically measured their checklist’s effect on teamwork. Eleven surgeons had agreed to try it in their cases—seven general surgeons, two plastic surgeons, and two neurosurgeons. After three months, the number of team members in their operations reporting that they “functioned as a well-coordinated team” leapt from 68 percent to 92 percent. At the Kaiser hospitals in Southern California, researchers had tested their checklist for six months in thirty-five hundred operations. During that time, they found that their staff’s average rating of the teamwork climate improved from “good” to “outstanding.” Employee satisfaction rose 19 percent. The rate of OR nurse turnover—the proportion leaving their jobs each year—dropped from 23 percent to 7 percent. And the checklist appeared to have caught numerous near errors. In

When you signal mistrust in employees, you are eradicating the bedrock of effective teamwork.

Here are the great qualities we find in sports education: The student is the main player on the field (not a passive observer). The teacher is the mastermind guiding students from behind the lines. Theory is translated into action; action instantly supports theory (IQ). It is fun (EQ). It is interactive (CQ). It provides knowledge construction (IQ), skills and confidence (EQ). It serves students’ interests (EQ). It is constantly challenging and increases motivation (EQ). It is personal and relates to individual abilities (IQ, EQ). It involves teamwork (CQ) as a crucial, built-in requirement. It generates mind-body interaction, which is vital for effective mind functioning (IQ).

The focus on contribution by itself supplies the four basic requirements of effective human relations: • communications; • teamwork; • self-development; and • development of others.

Rather, researchers recommend that we implement a specific sequence of actions in response to our teammates’ contributions: we should acknowledge, repeat, rephrase, and elaborate on what other group members say. Studies show that engaging in this kind of communication elicits more complete and comprehensive information. It re-exposes the entire group to the information that was shared initially, improving group members’ understanding of and memory for that information. And it increases the accuracy of the information that is shared, a process that psychologists call “error pruning.” Although it may seem cumbersome or redundant, research suggests that this kind of enhanced communication is part of what makes expert teamwork so effective. A study of airplane pilots, for example, found that experienced aviators regularly repeated, restated, and elaborated on what their fellow pilots said, while novice pilots failed to do so—and as a result, the less experienced pilots formed sparser and less accurate memories of their time in the air.

SOME MISCONCEPTIONS ABOUT TEAMWORK 1. Effective teams work together a lot. We found instead that smoothly functioning groups work just as well when individuals are able to work independently, yet confidently. 2. Conflict between group members is bad. Many researchers agree that this is dangerous. But constructive conflict is essential to prevent such dysfunctions as individual apathy, group-think, and the so-called Abilene paradox, in which members agree to agree, even if they have qualms. What makes conflict constructive is controlled disagreements over ideas (not personalities) and a common commitment to, and mutual confidence in, execution after a decision is made. 3. Teams are better off when members like each other. True, it’s tough to work with someone when you have an overwhelming urge to throttle the person. On the other hand, there are plenty of groups whose members would not care to spend any time together on a personal basis but who do leverage each other’s experience and skill effectively. The key seems to be mutual respect rather than affection. 4. Team satisfaction produces performance. We found no necessary correlations. When a group puts more energy into its own good feelings than into the task at hand, performance suffers. In one extreme example, an IT project manager was so concerned about morale that she would hold pizza parties when deadlines were missed so that people didn’t feel discouraged.

SOME MISCONCEPTIONS ABOUT TEAMWORK 1. Effective teams work together a lot. We found instead that smoothly functioning groups work just as well when individuals are able to work independently, yet confidently. 2. Conflict between group members is bad. Many researchers agree that this is dangerous. But constructive conflict is essential to prevent such dysfunctions as individual apathy, group-think, and the so-called Abilene paradox, in which members agree to agree, even if they have qualms. What makes conflict constructive is controlled disagreements over ideas (not personalities) and a common commitment to, and mutual confidence in, execution after a decision is made. 3. Teams are better off when members like each other. True, it’s tough to work with someone when you have an overwhelming urge to throttle the person. On the other hand, there are plenty of groups whose members would not care to spend any time together on a personal basis but who do leverage each other’s experience and skill effectively. The key seems to be mutual respect rather than affection. 4. Team satisfaction produces performance. We found no necessary correlations. When a group puts more energy into its own good feelings than into the task at hand, performance suffers. In one extreme example, an IT project manager was so concerned about morale that she would hold pizza parties when deadlines were missed so that people didn’t feel discouraged.

An often-overlooked duty of school administrators is coordinating staff and ensuring effective communication channels, vital for cohesive teamwork and organizational synergy.

When employees are at odds over commission allocation, as a leader, an optimal /highly effective strategy entails meticulously assessing the quandary, proposing a transparent and collaborative resolution, securing consensus, meticulously documenting both the agreement and its implementation, and then enacting the solution with precision. Conflict resolution transcends being merely an art; it is equally a science. It aims at circling things out and putting the matters into perspective for the next move and it's purpose is to bring clarity to the situation and lay the groundwork for the next stage of the task or a new assignment.

It's only "single steps" that make a journey of 1000 miles. It means the combined effect of many steps is the equivalence of a great journey. Go, take many little steps.

The answers are perhaps as varied as the questions one asks, but a common theme that comes through in discussions with caregivers on the front lines and those who think a great deal about patient safety, is our failure to change our culture. What we have not done, they say, is create a “culture of safety,” as has been done so impressively in other industries, such as commercial aviation, nuclear power and chemical manufacturing. These “high-reliability organizations” are intrinsically hazardous enterprises that have succeeded in becoming (amazingly!) safe. Worse, the culture of health care is not only unsafe, it is incredibly dysfunctional. Though the culture of each health care organization is unique, they all suffer many of the same disabilities that have, so far, effectively stymied progress: An authoritarian structure that devalues many workers, lack of a sense of personal accountability, autonomous functioning and major barriers to effective communication. What is a culture of safety? Pretty much the opposite! Books have been written on the subject, and every expert has his or her own specific definition. But an underlying theme, a common denominator, is teamwork, founded on an open, supportive, mutually reinforcing, dedicated relationship among all participants. Much more is required, of course: Sensitivity to hazard, sense of personal responsibility, attitudes of awareness and risk, sense of personal responsibility and more. But those attitudes, that type of teamwork and those types of relationships are rarely found in health care organizations.

[On action filled leadership] Telling your team what to do is showmanship. Showing people how to do it is leadership. Leading for the purpose of visual effect will not accomplish the vision.

It’s about teamwork, realizing we are on the same side and complementing each other. The family is at its best when exposed to and engaged in high-quality environments, interactions, and relationships. This is not technological or economic quality – it is leadership and effectiveness quality. Children mature best when the adults in their life work in partnership with one another. There must exist important aligning of mission, beliefs, values and behaviours within the family unit.

When prejudice between team members is present within the team, it's as though a hockey team voluntarily decided to place one or two of their members in the penalty box, and attempted to compete effectively against the opposing team with fewer players.

Effective leaders are able to manage the tensions of these two objectives and ensure that the team regularly addresses its processes. They understand that processes are the best vehicle through which the team both works together and thinks together, and the team cannot perform any better than its processes will allow it to.

In the world of teams and teamwork I often find the belief that to work and communicate effectively, team members must be close comrades. In fact, this is a common misperception. Although team members don't need to know one another very well personally to perform as a team, they do need to know one another's abilities and potential contributions.

Trust is the essential quality in any team relationship. Team members will not work interdependently with anyone they do not trust. And without interdependence there can be no effective division of the task, no leverage of the gifts and skills of individual team members, and therefore, no synergy. No trust, no relationship, no team.

This book is easy to understand and gets your attention. The real life examples are effective in delivering the message on the tremendous power of personal accountability. At the Callaway Energy Center, we trained our leaders on personal accountability and used this book as a guide. This resulted in notable improvements in our teamwork, engagement, accountability, and performance. I highly recommend it.” —Fadi Diya, vice president, nuclear operations, Ameren Corporation

Mapping your processes (making them visible). The first step in the design of any process is to clearly describe the desired output, whether it's an effectively run meeting that produces high-quality decisions or a product design process that delivers new product in half the time of the current method. Secondly, identify the specific actions (steps in the process) that will bring about this outcome. Finally, identify who on the team is responsible for each action or step in the process. Whether a list of ground rules or a map, the process on paper becomes visible to all team members. What we are attempting to accomplish, the steps we need to take, and individual responsibilities become clear. Making the process visible allows the team to quickly see inefficient areas of the process or unproductive activity and to “re-engineer” the process accordingly.

People are intrigued when they see good things happening in the lives of individuals, families, and organizations that are based on solid principles. They admire such personal strength and maturity, such family unity and teamwork, such adaptive synergistic organizational culture.

We have more money, better technology, and more talented and experienced executives than our competitors, and yet we are behind. What we lack is teamwork, and I can promise you all that I have no greater priority as CEO than making you, I mean, us, more effective as a group.

People are intrigued when they see good things happening in the lives of individuals, families, and organizations that are based on solid principles. They admire such personal strength and maturity, such family unity and teamwork, such adaptive synergistic organizational culture. And their immediate request is very revealing of their basic paradigm. “How do you do it? Teach me the techniques.” What they’re really saying is, “Give me some quick fix advice or solution that will relieve the pain in my own situation.” They will find people who will meet their wants and teach these things; and for a short time, skills and techniques may appear to work. They may eliminate some of the cosmetic or acute problems through social aspirin and Band-Aids.

Conflict: 1 + 1 = 1/2 or less Compromise: 1 + 1 = 1 1/2 Teamwork: 1 + 1 = 2 Synergy: 1 + 1 = 3 or more Conflict happens when two people assigned to a project argue, compete, and battle against each other to the point that the final outcome is worse than what either of the persons would have accomplished alone. Compromise happens when two people can’t agree on things so they end up with both sides “giving in” a little. Teamwork happens when two people combine their maximum efforts to get a fully united result. Synergy happens when two people combine their strengths in a way that creates innovative ideas or solutions that are even better than the combined sum of what they would have done individually. This is why some people define synergy as the whole being greater than the sum of its parts.

From interviews and orientation to performance reviews and compensation decisions, “the three virtues,” as they came to be known, were to be regular topics of conversation. And, of course, there was plenty of hands-on, practical training around the five behavioral manifestations of teamwork: trust, conflict, commitment, accountability, and results. Those courses had become much more effective with participants who shared the three underlying virtues.

If you are promoting a culture of candor on your team, you have to get rid of the jerks. Many may think, “This guy is so brilliant, we can’t afford to lose him.” But it doesn’t matter how brilliant your jerk is, if you keep him on the team you can’t benefit from candor. The cost of jerkiness to effective teamwork is too high. Jerks are likely to rip your organization apart from the inside. And their favorite way to do that is often by stabbing their colleagues in the front and then offering, “I was just being candid.

The Iwo Jima stamp shows us the many-sided truth of war: its teamwork and courage, its moments of glory, but behind that, its amoral destructiveness and its long, painful after-effects—something General William Tecumseh Sherman understood so well.

Many of the construction workers chafed at the primitive living conditions. Still, many remember the experience as a great adventure and as their own contribution to winning the war. “It was exciting,” said one many years later. “I had three hots and a cot. I had a good-paying job that wasn’t too hard. I was free to come and go as I pleased, and nobody was shooting at me.” They were patriotic about what they were doing, even though they had no idea what the gigantic plants they were building would make. In 1944, the craft unions organized a campaign to ask everyone for a day’s pay, raising $162,000 in seven weeks. With the funds, the unions bought a four-engine B-17 bomber for the US Army Air Forces. Named “Day’s Pay,” the bomber flew from Boeing Field in Seattle to the Hanford airstrip to be presented to the Fourth Air Force. “This activity, conceived by the workmen and handled by them, . . . was the most effective single morale booster during the job,” Matthias recalled. It did more “to develop an attitude of teamwork and desire to help the war than any other thing.

As I've written in prior books and articles, more and more of that teamwork is dynamic – occurring in constantly shifting configurations of people rather than in formal, clearly-bounded teams.4 This dynamic collaboration is called teaming.5 Teaming is the art of communicating and coordinating with people across boundaries of all kinds – expertise, status, and distance, to name the most important. But whether you're teaming with new colleagues all the time or working in a stable team, effective teamwork happens best in a psychologically safe workplace.

Effective delegation of tasks to team! Establishing a culture of trust within your team, encouraging open communication and collaboration is the key. Clearly define the scope and context of each task, providing relevant background information to enhance understanding. Set measurable objectives and deadlines, allowing team members to take ownership of their responsibilities. Foster an environment that promotes continuous learning by encouraging team members to seek feedback and share insights throughout the process. Finally, regularly assess progress and adapt strategies as needed, ensuring that delegation remains a dynamic and responsive process. Draw a distinction between tearing down criticism to building up ( constructive) criticism. This points to communication skills.

regression line will have larger standard deviations and, hence, larger standard errors. The computer calculates the slope, intercept, standard error of the slope, and the level at which the slope is statistically significant. Key Point The significance of the slope tests the relationship. Consider the following example. A management analyst with the Department of Defense wishes to evaluate the impact of teamwork on the productivity of naval shipyard repair facilities. Although all shipyards are required to use teamwork management strategies, these strategies are assumed to vary in practice. Coincidentally, a recently implemented employee survey asked about the perceived use and effectiveness of teamwork. These items have been aggregated into a single index variable that measures teamwork. Employees were also asked questions about perceived performance, as measured by productivity, customer orientation, planning and scheduling, and employee motivation. These items were combined into an index measure of work productivity. Both index measures are continuous variables. The analyst wants to know whether a relationship exists between perceived productivity and teamwork. Table 14.1 shows the computer output obtained from a simple regression. The slope, b, is 0.223; the slope coefficient of teamwork is positive; and the slope is significant at the 1 percent level. Thus, perceptions of teamwork are positively associated with productivity. The t-test statistic, 5.053, is calculated as 0.223/0.044 (rounding errors explain the difference from the printed value of t). Other statistics shown in Table 14.1 are discussed below. The appropriate notation for this relationship is shown below. Either the t-test statistic or the standard error should be shown in parentheses, directly below the regression coefficient; analysts should state which statistic is shown. Here, we show the t-test statistic:3 The level of significance of the regression coefficient is indicated with asterisks, which conforms to the p-value legend that should also be shown. Typically, two asterisks are used to indicate a 1 percent level of significance, one asterisk for a 5 percent level of significance, and no asterisk for coefficients that are insignificant.4 Table 14.1 Simple Regression Output Note: SEE = standard error of the estimate; SE = standard error; Sig. = significance.

Thus, multiple regression requires two important tasks: (1) specification of independent variables and (2) testing of the error term. An important difference between simple regression and multiple regression is the interpretation of the regression coefficients in multiple regression (b1, b2, b3, …) in the preceding multiple regression model. Although multiple regression produces the same basic statistics discussed in Chapter 14 (see Table 14.1), each of the regression coefficients is interpreted as its effect on the dependent variable, controlled for the effects of all of the other independent variables included in the regression. This phrase is used frequently when explaining multiple regression results. In our example, the regression coefficient b1 shows the effect of x1 on y, controlled for all other variables included in the model. Regression coefficient b2 shows the effect of x2 on y, also controlled for all other variables in the model, including x1. Multiple regression is indeed an important and relatively simple way of taking control variables into account (and much easier than the approach shown in Appendix 10.1). Key Point The regression coefficient is the effect on the dependent variable, controlled for all other independent variables in the model. Note also that the model given here is very different from estimating separate simple regression models for each of the independent variables. The regression coefficients in simple regression do not control for other independent variables, because they are not in the model. The word independent also means that each independent variable should be relatively unaffected by other independent variables in the model. To ensure that independent variables are indeed independent, it is useful to think of the distinctively different types (or categories) of factors that affect a dependent variable. This was the approach taken in the preceding example. There is also a statistical reason for ensuring that independent variables are as independent as possible. When two independent variables are highly correlated with each other (r2 > .60), it sometimes becomes statistically impossible to distinguish the effect of each independent variable on the dependent variable, controlled for the other. The variables are statistically too similar to discern disparate effects. This problem is called multicollinearity and is discussed later in this chapter. This problem is avoided by choosing independent variables that are not highly correlated with each other. A WORKING EXAMPLE Previously (see Chapter 14), the management analyst with the Department of Defense found a statistically significant relationship between teamwork and perceived facility productivity (p <.01). The analyst now wishes to examine whether the impact of teamwork on productivity is robust when controlled for other factors that also affect productivity. This interest is heightened by the low R-square (R2 = 0.074) in Table 14.1, suggesting a weak relationship between teamwork and perceived productivity. A multiple regression model is specified to include the effects of other factors that affect perceived productivity. Thinking about other categories of variables that could affect productivity, the analyst hypothesizes the following: (1) the extent to which employees have adequate technical knowledge to do their jobs, (2) perceptions of having adequate authority to do one’s job well (for example, decision-making flexibility), (3) perceptions that rewards and recognition are distributed fairly (always important for motivation), and (4) the number of sick days. Various items from the employee survey are used to measure these concepts (as discussed in the workbook documentation for the Productivity dataset). After including these factors as additional independent variables, the result shown in Table 15.1 is

regression results. Standardized Coefficients The question arises as to which independent variable has the greatest impact on explaining the dependent variable. The slope of the coefficients (b) does not answer this question because each slope is measured in different units (recall from Chapter 14 that b = ∆y/∆x). Comparing different slope coefficients is tantamount to comparing apples and oranges. However, based on the regression coefficient (or slope), it is possible to calculate the standardized coefficient, β (beta). Beta is defined as the change produced in the dependent variable by a unit of change in the independent variable when both variables are measured in terms of standard deviation units. Beta is unit-less and thus allows for comparison of the impact of different independent variables on explaining the dependent variable. Analysts compare the relative values of beta coefficients; beta has no inherent meaning. It is appropriate to compare betas across independent variables in the same regression, not across different regressions. Based on Table 15.1, we conclude that the impact of having adequate authority on explaining productivity is [(0.288 – 0.202)/0.202 =] 42.6 percent greater than teamwork, and about equal to that of knowledge. The impact of having adequate authority is two-and-a-half times greater than that of perceptions of fair rewards and recognition.4 F-Test Table 15.1 also features an analysis of variance (ANOVA) table. The global F-test examines the overall effect of all independent variables jointly on the dependent variable. The null hypothesis is that the overall effect of all independent variables jointly on the dependent variables is statistically insignificant. The alternate hypothesis is that this overall effect is statistically significant. The null hypothesis implies that none of the regression coefficients is statistically significant; the alternate hypothesis implies that at least one of the regression coefficients is statistically significant. The

Nice words and empty values do not deliver effective teams.

Each of us must make it our priority and personal responsibility to stay in harmony with our fellowman. Harmony is not just about creating a pleasant environment; it produces synergy. The best way to explain synergy is to say that a hand is much more effective than five fingers working independently. I tested this theory one day using dumbbells. I wanted to determine the maximum number of pounds each of my fingers could lift independently. Two pounds was the limit. I then tested my capability with my fingers working together. I rationalized that five fingers times two pounds each should yield a maximum of ten pounds. Not so. I lifted thirty-five pounds!

Effective team leaders work creatively with each team member to ensure they understand the following issues: Why this task is important to the organization. Why this team task is important to them personally. Why they (their role) are important to the team. Who the other team members are and why they are important to the mission of the team.

When all is said and done, when it comes to organizational barriers, teams and team leaders must learn to cope—to change what can be changed and do the best they can in those situations that can't be changed. Realistic expectations, positive attitudes, and creativity at the team level can ameliorate the effects of significant organizational barriers to high performance teamwork. There are plenty of examples of the highest levels of team performance occurring in tough organizational environments.

Because many barriers are organizational in nature, team leaders as the boundary managers can play a major role in dampening their effects. In some respects team leaders can play the role of team diplomat and ambassador to other components in the organization.

So Goldman’s research alignment program was consistent with the firm’s teamwork approach, because it required different divisions to work together. But the SEC concluded that it violated securities laws requiring the firm to protect clients, even if there was an alignment that followed the principles of Goldman. To executives and board members, because Goldman had leading market share in IPOs and equity offerings, the collaboration seemed to be working effectively—it was an example of teamwork.

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Through this qualitative research, we learned that all teams need to do three very basic things: Create, Operate, and Relate. If a team is lacking in any one of these three major functions, it is almost impossible for the group to be effective, let alone thrive.

you become truly independent, you have the foundation for effective interdependence. You have the character base from which you can effectively work on the more personality-oriented “Public Victories” of teamwork, cooperation, and communication in Habits 4, 5, and 6.

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Some of the best leaders I know tend to encourage collaboration and open communication. The most effective solutions often emerge from a collective brainstorming process.

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