High Performance Teams
Introduction to High-Performance Cultures
How technology and globalization influence the executive decision
The risk of treating complex decisions as simple ones. Long term and systemic implications
More than the sum of the parts- a complementary approach to executive teams
The importance of a High Performance Environment
The impossibility of direct intervention in the High Performance Environments.
An Entrepreneurial Team Learning Perspective- how to build a flexible and adaptive organization
Communication as the product outcome of an interactive exchange process rather than a simple information dissemination process.
The new field of Distributed Leadership for today’s high performing executives.
A fundamental dichotomy in leadership styles: the Entrepreneur versus the Manager.
The risks of dysfunctional leadership profiles: individualism, simplification, groupthink and perfectionism
How does leadership behavior encourage or discourage team performance.
Measuring risky leadership behaviors through the TEAM 12 test.
Teamwork is an emerging pattern of decentralized and spontaneous self-coordination.
Promoting team consciousness.
Excessive cohesion is a disadvantage. Teamwork is not an end in itself.
The group dynamics approach maximizes results through collaboration.
High Performance Organization
My weakness is the result of my politics
An organization that learns from experience. The importance of failure, errors and mistakes
Silver bullets in designing for the “it depends” conundrum
Learning to discriminate
The Cooplexity model
Knowledge: Pro-activity oriented to results and relations
Teambuilding: group integration and trust generation
Team working: equal relationship and criterion of action
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