Abstract
In their book “Why Teams Don’t Work: What Went Wrong and How to Make It Right,” authors Harvey Robbins and Michael Finley delve into the common challenges and issues that hinder team performance. The book aims to identify the root causes of team dysfunction, such as poor communication, lack of trust, unclear roles and goals, and conflicts among team members. By drawing from their experiences and research, the authors offer practical strategies and solutions to transform dysfunctional teams into high-performing ones.
Book Review
As I set out to find a leadership book, “Why Teams Don’t Work” grabbed my attention and I was delighted to discover that it was available as an audiobook – my preferred way of learning. Listening to it a few chapters at a time allowed me to digest the wisdom it contained and relate it to my experiences, both past and present. This book surprised me with a new perspective and understanding of team dynamics. I couldn’t help but notice how the scenarios described in the book echoed the challenges my own office faced, revealing the all-too-familiar pitfalls that can lead to a team’s downfall.
After an introductory chapter that provides historical context and the importance of teams, the book unfolds into 30 chapters, each tackling a common pitfall that teams encounter. The authors skillfully present each topic, weaving in real-life situations that readers can relate to. For example, in chapter 9, “The Wrong Policies and Procedures,” they illustrate how poorly designed policies can wreak havoc on a team. The anecdotes, like the one about a policy rooted in pure nonsense that employees blindly followed, never stopping to consider if what they were doing made any sense, resonated deeply. But the authors don’t stop there – they also offer practical solutions, such as shorter and clearer policy books and the novel idea of implementing policy expiration dates (Robbins & Finley, 52-55). This is just one of the many insightful lessons that await readers in this book.
The language used and the relatable scenarios make the book an accessible and valuable resource for anyone working in a team setting. Each chapter sheds light on the intricacies of workplace dynamics, fostering introspection and growth. The book feels like a trustworthy toolkit, equipping readers with a deeper understanding of the challenges that teams face.
As someone navigating the early stages of team building, “Why Teams Don’t Work” proved invaluable in addressing the hurdles that came my way. It thoughtfully dissects the common challenges teams encounter, providing actionable solutions to guide them towards success. The authors’ expertise shines through, leaving no stone unturned in their exploration of team dysfunction.
One of the book’s greatest strengths is its ability to mirror real-life experiences. I found myself recognizing instances of mistrust and conflict that once seemed insurmountable, only to discover that they were common challenges faced by many teams. This acknowledgment brought comfort and inspiration, knowing that the authors’ insights were not just theoretical but grounded in practicality.
Overall, “Why Teams Don’t Work: What Went Wrong and How to Make It Right” is a compelling exploration of teamwork. Robbins and Finley offer a transformative piece that unravels the intricacies of team dysfunction and fosters cohesive, high-performing teams. Their candid narratives, actionable strategies, and universal relevance make this book an invaluable resource for leaders and team members alike. The lessons learned from this book will undoubtedly shape the way I approach team dynamics and influence my role in driving organizational success. I wholeheartedly recommend it to anyone seeking to enhance their team’s effectiveness and unlock the true potential of collaboration.
References
Robbins, H. A., & Finley, M. (2002). The new why teams don’t work: What goes wrong and how to make it right. Berrett-Koehler Publishers.