High-Impact Tools for Teams

Take advantage of a powerful visual management tool for teams as you work together and deliver great results. It's been used by thousands of teams for project success!

59% of U.S. workers say that communication is their team's biggest obstacle to success, followed by accountability at 29% (Atlassian). High-Impact Tools for Teams explains a simple, powerful tool that helps team leaders and members align and get clarity on exactly who is responsible for each part of the team's most important activities and projects. The tool is complemented by 4 trust add-ons that help teams build trust and increase psychological safety, so every member can be confident in sharing ideas or concerns about obstacles the team may face. It's a proven tool for project teams, based on years of research, and thousands of teams are already using the Team Alignment Map to run effective "get-to-action meetings", give projects a good start and de-silo organizations.

• Co-author Alex Osterwalder is the international best-selling author who co-created the Business Model Canvas, a strategic management tool used by 1 million+ industry leaders globally. Plan as a team and know who does what

• Uncover and proactively remove the most likely obstacles to any project

• Boost team member contributions

• Run more effective team meetings

• Get more successful projects

With the guidance of High-Impact Tools for Teams, you can be better prepared as a team leader or team member to plan effectively, reduce risks, and collaborate with others. Your team will be accountable and ready to deliver results!

Auteur

Stefano Mastrogiacomo (www.teamalignment.co, Geneva, Switzerland) is a team tools designer, a project management consultant, and professor. He has a passion for human coordination and he's the designer of the Team Alignment Map, the Team Contract, the Fact Finder, and the other tools presented in High-Impact Tools for Teams. He's been leading digital projects and advising project teams in international organizations for more than 20 years, while teaching and doing research at the University of Lausanne, Switzerland. His interdisciplinary work is anchored in project management, change management, psycholinguistics, evolutionary anthropology, and design thinking.

Texte du rabat

Make every project a success with the Team Alignment Toolkit. Bring mutual clarity to the table, boost the contribution of every team member, and get successful results.

If you are leading a teamor plan to anytime soonyou'll want to keep this book close at hand.
From the Foreword by Amy Edmondson, Harvard Business School Create Alignment
Align Stakeholders visually, clarify roles, and manage risks as a team using the Team Alignment Map. Communicate Better
Ask good questions and surface facts with the Fact Finder. Manage conflict constructively with the Nonviolent Request Guide. Build Trust
Quickly set the rules a team will play by and create an environment of appreciation and respect between team members with the Team Contract and the Respect Card.

Contenu
Foreword p. viii

Seven Great Thinkers Who Inspired This Book p. x

Meet the Strategyzer Series p. xii

1 Discover the Team Alignment Map
What it is and how it works

1.1 Getting Started: The Four Pillars of the Team Alignment Map p. 48

1.2 Planning Who Does What with the Team Alignment Map (Planning Mode) p. 86

1.3 Keeping Team Members on Track (Assessment Mode) p. 104

2 Put the Map into Action
How to use the Team Alignment Map

2.1 The Team Alignment Map for Meetings p. 128

2.2 The Team Alignment Map for Projects p. 140

2.3 The Team Alignment Map for Organizational Alignment p. 168

3. Trust Among Team Members
Four tools to create a high-trust climate and increased psychological safety

3.1 The Team Contract p. 184

3.2 The Fact Finder p. 204

3.3 The Respect Card p. 220

3.4 The Nonviolent Requests Guide p. 236

4 Dive Deeper
Discover the science behind the tools and the book

4.1 Mutual Understanding and Common Ground p. 264

4.2 Trust and Psychological Safety p. 266

4.3 Relationship Types p. 274

4.4 Face and Politeness p. 282