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Egos and collaboration: Building Effective Teams, Part One
What’s the relationship between high-powered individuals and building effective teams? New research from the Haas School of Business at the University of California suggests that it’s more intricate than many people might assume. To explore the issue, let me take you...
Team building and sustaining trust in times of change
There is widespread agreement that the art of building effective teams involves being clear about collective and individual objectives. What happens to sustaining and building effective teams in times of anxiety-inducing change when mergers, new roles, new processes...
Good questions create better worlds (Part 2)
Carrying on our focus on Appreciative Inquiry and the use of good questions, here we will consign a few more well-intentioned but counter-productive questions to the bin marked ‘never to be asked’. Bad question #3: Have you thought of doing it this way? This sounds...
Good questions create better worlds: Appreciative Inquiry (Part 1)
People often ask good questions; but that they ask questions is rather less important than how they ask them. Case Western Reserve University Professor David Cooperrider puts what is at stake when asking a question rather deftly: “We live in the world our questions...
Emotion – the ‘elephant in the room’ in team conflict (Part 2)
Last time, we summarised the three major sources of team conflict identified by leadership expert Annie McKee (insecurity, desire for power and habitual victimhood). I’d like to explore what can be done to prevent these patterns from undermining and sabotaging the...
Emotion – the ‘elephant in the room’ in team conflict (Part 1)
Where does team conflict come from? One of the answers, of course, seems obvious once you name it: emotion. Aggressive emotion to be precise. Emotion can overheat – it’s volatile stuff – and it makes much better sense to learn to become aware of its influence, both in...
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