The award-winning authors of Why Teams Don't Work draw on ideas, lessons and examples from the worlds of current events, business history, psychology, anthropology, and the transcompetitive swarming of ants and bees to present a new trend in management style called transcompetition. Transcompetition combines the best tactics of business war and the new spirit of teamwork to encourage an alliance between individuals and organizations. With easy-to-follow guidelines for transforming your organizational style, the authors explain how to create and maintain a collaborative environment that hires the best and optimizes the rest.

Transcompetition: Moving Beyond Competition and Collaboration (Businessweek Books)

Business & Money

Robbins, Harvey

Finley, Michael

Economics

McGraw=Hill

Argues that internal competition can ruin the productivity and morale of a corporation, and tells how to encourage employees to work together

Turf Wars: Moving from Competition to Collaboration (SCOTT, FORESMAN EXECUTIVE EXCELLENCE SERIES)

Management & Leadership

Scott Foresman Trade

Why Change Doesn't Work

Orion Publishing Group

It could happen today. You are called into the office, and the boss tells you that due to unforeseen circumstances, starting today you will be in charge of a team, a project, an office, a committee, or a business unit. Without any warning (or preparation on your part) you've become an accidental leader. 
If you have been thrust into a position of sudden responsibility, you need The Accidental Leader. This book is a first aid kit that gives you the information and inspiration you need to <ul>
<li>Know what you bring to the challenge― your pluses and minuses</li> <li>Define success and achieve it</li> <li>Get other people on your side</li> <li>Overcome your natural shortcomings</li> <li>Get organized― right now</li> <li>See through the apparent system to the culture within</li> <li>Direct people and get them to act</li> </ul>
The Accidental Leader is your lifeline to leadership success. It is filled with practical answers to the many leadership questions that you will face.

The Accidental Leader: What to Do When You're Suddenly in Charge

Harvey Robbins

Jossey-Bass

For ten years the historic open fields of Prowse Farm near Boston, Massachusetts became a battlefield, pitting those seeking to preserve a precious slice of America's heritage against those seeking to profit from the land. Codex Corporation, a subsidiary of Motorola, seeking to industrially develop the farm, liberally flaunted bogus claims of tax relief and jobs, together with a promise to save the original farm structures that stabled J. Malcolm Forbes' world champion trotting horses in the 1890's. A grass roots citizens' group, led by a sportswriter and a Boston Celtics basketball star, campaigned to save the farm. The crusade carried the citizens to courtrooms, Motorola stockholders' meetings, the hostile arena of local politics and repeatedly into the private chambers of Governor Michael Dukakis. Dukakis made an unconditional pledge to save Prowse Farm for this and future generations, and repeatedly urged the citizens to block the corporate development until he returned to office and could take the land under eminent domain. IF YOU ELECT ME PRESIDENT is an insightful, powerful case study of political betrayal of the public by an aspiring presidential candidate. This case study has universal application in today's presidential election process as the lesson is to judge a candidate on character ...and not on what he or she may say or promise, as professionally packaged and delivered up in the soundbites and debates. Today's candidates all too frequently change positions for political expediency or ultimately may be unable to deliver on campaign pledges due to circumstances they can't control.

If You Elect Me President

Keighton, Robert

Blue Hill Publishers

For ten years the historic open fields of Prowse Farm near Boston, Massachusetts became a battlefield, pitting those seeking to preserve a precious slice of America's heritage against those seeking to profit from the land. Codex Corporation, a subsidiary of Motorola, seeking to industrially develop the farm, liberally flaunted bogus claims of tax relief and jobs, together with a promise to save the original farm structures that stabled J. Malcolm Forbes' world champion trotting horses in the 1890's. A grass roots citizens' group, led by a sportswriter and a Boston Celtics basketball star, campaigned to save the farm. The crusade carried the citizens to courtrooms, Motorola stockholders' meetings, the hostile arena of local politics and repeatedly into the private chambers of Governor Michael Dukakis. Dukakis made an unconditional pledge to save Prowse Farm for this and future generations, and repeatedly urged the citizens to block the corporate development until he returned to office and could take the land under eminent domain. IF YOU ELECT ME PRESIDENT is an insightful, powerful case study of political betrayal of the public by an aspiring presidential candidate. This case study has universal application in today's presidential election process as the lesson is to judge a candidate on character ...and not on what he or she may say or promise, as professionally packaged and delivered up in the soundbites and debates. Today's candidates all too frequently change positions for political expediency or ultimately may be unable to deliver on campaign pledges due to circumstances they can't control.

The first books about teams told you how great teaming would be. But the truth is, reality is falling short of its promise. Why Teams Don't Work tells you how it really is. According to Robbins and Finley: "A team is a surprising, perplexing, up-and-down, value-creating thing. A human thing that needs a ton of attention. That has to be pampered, fed, stroked, and have its pen hosed out from time to time." They concede that teams are messy - and prone to as many problems as human nature allows: teams become confused about their goals, individual team members don't accept their roles, teams have a hard time making decisions, team members often aren't rewarded appropriately, and team leaders don't always act like one. In fact, few will deny that the promise of teams has fallen far short of our expectations. But we keep hearing about them because when they work, teams increase productivity, improve communications, do work ordinary groups can't, and are more creative and efficient. Packed with down-to-earth questions and answers about teams, Why Teams Don't Work identifies the obstacles preventing teams from achieving their potential (most of them people-made), suggests ways to remove those obstacles, and explains how to take care of those "human things." That's what makes this book special - its focus on the human factors of teamwork. Robbins and Finley know what goes wrong with teams - and how to make it right.

Why Teams Don't Work: What Went Wrong and How to Make It Right

Petersons

Unlike the changemongers pitching the latest blueprint for business success, Robbins and Finley consider the most neglected aspect of the whole change process: the human factor. They examine the psychological and physiological barriers to change that are built into individual and group behavior and show how managers at all levels can learn to work around these obstacles. They also identify: A continuum of management's approaches to change - from "Pummel" and "Push" to "Pull" and "Pamper." You'll see how to combine - or discard - certain approaches to maximize your chances for success. The classic responses to change - from the adaptable "metamaniac" and "metaphile" to the foot-dragging "metaphobe." Knowing who will move change along and who will gum up the works gives you extra leverage in gaining momentum. While they inject a necessary dose of realism into the change discussion, Robbins and Finley also offer reason to hope. Why Change Doesn't Work contains dozens of tips for actually making change successful. You'll discover how timing can make or break a change program, how best to communicate to the troops, how to identify and nurture changemakers, and, most important, how to fire the organizational imagination so that even the most recalcitrant are amenable to change. The last and perhaps most valuable part of Why Change Doesn't Work contains a virtual encyclopedia of dozens of change initiatives past and present, from Reengineering and Value Disciplines, to Just in Time and Theories X, Y, and Z. The authors explain the origins of each, its pros and cons, which types can be combined, and which are contrary to human nature.

Why Change Doesn't Work: Why Initiatives Go Wrong and How to Try Again and Succeed

Moving beyond optomistic theories into the world of practical realities, this book focuses on the human factors at issue in the workplace, identifying the obstacles that prevent teams from achieving their potential and suggesting ways to remove those obstacles.

Examines what goes wrong when organizations try to make sweeping changes, and suggests alternatives that can succeed

Why Change Doesn't Work: Why Initiatives Go Wrong and How to Try Again-And Succeed

See the best price to sell, buy, or rent books by Robbins, Harvey. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by Robbins, Harvey

See the best price to sell, buy, or rent books by Robbins, Harvey. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Transcompetition: Moving Beyond Competition and Collaboration (Businessweek Books)

Turf Wars: Moving from Competition to Collaboration (SCOTT, FORESMAN EXECUTIVE EXCELLENCE SERIES)

Why Change Doesn't Work

The Accidental Leader: What to Do When You're Suddenly in Charge

If You Elect Me President

If You Elect Me President

Why Teams Don't Work: What Went Wrong and How to Make It Right

Why Change Doesn't Work: Why Initiatives Go Wrong and How to Try Again and Succeed

Why Teams Don't Work: What Went Wrong and How to Make It Right

Why Change Doesn't Work: Why Initiatives Go Wrong and How to Try Again-And Succeed