The Editors Eduardo Salas, PhD, is trustee chair and Pegasus professor of psychology at the University of Central Florida where he also holds an appointment as program director for the Human Systems Integration Research Department at the Institute for Simulation and Training. Scott I. Tannenbaum, PhD, is president and cofounder of the Group for Organizational Effectiveness. He has provided advice, tools, and training to many organizations, including Fortune 100 companies and numerous government and military organizations. Debra Cohen, Ph.D., SPHR, is the senior vice president of Knowledge Development for the Society for Human Resource Management and is esponsible for the Society’s Knowledge Development Division. Gary Latham, PhD, is the Secretary of State Professor of Organizational Effectiveness in the Rotman School of Management at the University of Toronto. Gary is a past president of the Society for Industrial and Organizational Psychology (SIOP).

• Foreword xiiiThe Editors xvThe Contributors xviiPart 1: Why Teamwork Matters in Organizations 11 Teamwork in Financial Institutions—Does It Really Matter? 3Michael J. Castellana, CEO, SEFCU2 Do Teams’ Leaders Really Matter? 6COL Casey Haskins, U.S. Military Academy, West Point3 Teamwork Matters 11Peter J. Pronovost, Johns Hopkins University4 Making a Difference with Health Care Teams 13Victor V. Buzachero, Scripps Health5 Developing Leaders on Any Team 17George O’Leary, Head Football Coach, University of Central Florida6 Teamwork and Spaceflight—An Evolving Relationship 22Daniel W. Tani, Astronaut, NASAPart 2: The Organization and Its Influence 251 Silent Killers of Team Performance: How Honest, Collective, and Public Conversations Can Overcome Them 27Michael Beer, Harvard Business School and TruePoint2 How Organizational Process Maturity Improved Software Team Performance 48Bill Curtis, CAST Software3 Leading a Team to a Major Technological Development 85Kazem Rassouli, University of Toronto, Rotman School of ManagementPart 3: The Team Leaders 1194 Building Great Leadership Teams for Complex Problems 121Ruth Wageman, Harvard University5 Developing High-Impact Teams to Lead Strategic Change 154Kate Beatty and Roland B. Smith, Center for Creative Leadership6 Leading Executive Teams: The Good, the Bad, and the Ugly 182Susan R. Meisinger, Society for Human Resource Management7 Leading from the Helm: Lessons from America’s Cup Sailing Teams 208Mark A. Clark, American UniversityPart 4: The Organizational Context 2378 Virtual Teams: The How To’s of Making “Being Virtually There” Successful 239Debra J. Cohen and Alexander Alonso, Society for Human Resource Management9 Trust and Conflict at a Distance: How Can I Improve Relational Outcomes in Distributed Work Groups? 268Jeanne Wilson, The College of William and Mary10 Teamwork Improvement in Health Care: A Decade of Lessons Learned Every Organization Should Know 298Sandra A. Almeida, MD, LLC, Healthcare Consulting, Heidi King, TRICARE Management Activity, and Mary L. Salisbury, The Cedar Institute, Inc.11 Why Teamwork Matters: Enabling Health Care Team Effectiveness for the Delivery of High-Quality Patient Care 331Joanne Lyubovnikova, Aston University, and Michael A. West, Lancaster University12 Rethinking Team Diversity Management: Evidence-Based Strategies for Coping with Diversity Threats 373Mirko Antino, Universidad Complutense de Madrid, Ramón Rico, Universidad AutonOma de Madrid, Miriam Sánchez-Manzanares, Universidad Carlos III de Madrid, and Dora C. Lau, Chinese University of Hong Kong13 High Performance in Temporally Separated Team Work 406J. Alberto Espinosa, Kogod School of Business, American UniversityPart 5: The Assessments, Applications, and Interventions for Teams 43914 Designing, Delivering, and Evaluating Team Training in Organizations: Principles That Work 441Megan E. Gregory, Jennifer Feitosa, Tripp Driskell, and Eduardo Salas, Department of Psychology, Institute for Simulation and Training, University of Central Florida, and William Brandon Vessey, EASI/Wyle, NASA Johnson Space Center15 Conducting Team Debriefings That Work: Lessons from Research and Practice 488Scott I. Tannenbaum, Rebecca L. Beard, and Christopher P. Cerasoli, Group for Organizational Effectiveness, Inc.16 Achieving Optimal Team Composition for Success 520John E. Mathieu, University of Connecticut, Scott I. Tannenbaum, Jamie S. Donsbach, and George M. Alliger, Group for Organizational Effectiveness, Inc.17 How, When, and Why You Should Measure Team Performance 552Kimberly A. Smith-Jentsch, Mary Jane Sierra, and Christopher William Wiese, University of Central Florida18 Team Time Management: Psychological Insights for Timely Project Performance 581Josette M.P. Gevers and Christel G. Rutte, Einhoven University of Technology, Netherlands19 Five Simple Processes That Improve High-Risk Team Effectiveness 609Michaela Kolbe, ETH Zurich, SwitzerlandPart 6: Summary 64520 Enhancing the Practice of Teamwork in Organizations: Emerging Themes 647Stephanie Zajac and Eduardo Salas, University of Central FloridaName Index 661Subject Index 680

The Editors Eduardo Salas, PhD, is trustee chair and Pegasus professor of psychology at the University of Central Florida where he also holds an appointment as program director for the Human Systems Integration Research Department at the Institute for Simulation and Training. Scott I. Tannenbaum, PhD, is president and cofounder of the Group for Organizational Effectiveness. He has provided advice, tools, and training to many organizations, including Fortune 100 companies and numerous government and military organizations. Debra Cohen, Ph.D., SPHR, is the senior vice president of Knowledge Development for the Society for Human Resource Management and is esponsible for the Society’s Knowledge Development Division. Gary Latham, PhD, is the Secretary of State Professor of Organizational Effectiveness in the Rotman School of Management at the University of Toronto. Gary is a past president of the Society for Industrial and Organizational Psychology (SIOP).

• Foreword xiiiThe Editors xvThe Contributors xviiPart 1: Why Teamwork Matters in Organizations 11 Teamwork in Financial Institutions—Does It Really Matter? 3Michael J. Castellana, CEO, SEFCU2 Do Teams’ Leaders Really Matter? 6COL Casey Haskins, U.S. Military Academy, West Point3 Teamwork Matters 11Peter J. Pronovost, Johns Hopkins University4 Making a Difference with Health Care Teams 13Victor V. Buzachero, Scripps Health5 Developing Leaders on Any Team 17George O’Leary, Head Football Coach, University of Central Florida6 Teamwork and Spaceflight—An Evolving Relationship 22Daniel W. Tani, Astronaut, NASAPart 2: The Organization and Its Influence 251 Silent Killers of Team Performance: How Honest, Collective, and Public Conversations Can Overcome Them 27Michael Beer, Harvard Business School and TruePoint2 How Organizational Process Maturity Improved Software Team Performance 48Bill Curtis, CAST Software3 Leading a Team to a Major Technological Development 85Kazem Rassouli, University of Toronto, Rotman School of ManagementPart 3: The Team Leaders 1194 Building Great Leadership Teams for Complex Problems 121Ruth Wageman, Harvard University5 Developing High-Impact Teams to Lead Strategic Change 154Kate Beatty and Roland B. Smith, Center for Creative Leadership6 Leading Executive Teams: The Good, the Bad, and the Ugly 182Susan R. Meisinger, Society for Human Resource Management7 Leading from the Helm: Lessons from America’s Cup Sailing Teams 208Mark A. Clark, American UniversityPart 4: The Organizational Context 2378 Virtual Teams: The How To’s of Making “Being Virtually There” Successful 239Debra J. Cohen and Alexander Alonso, Society for Human Resource Management9 Trust and Conflict at a Distance: How Can I Improve Relational Outcomes in Distributed Work Groups? 268Jeanne Wilson, The College of William and Mary10 Teamwork Improvement in Health Care: A Decade of Lessons Learned Every Organization Should Know 298Sandra A. Almeida, MD, LLC, Healthcare Consulting, Heidi King, TRICARE Management Activity, and Mary L. Salisbury, The Cedar Institute, Inc.11 Why Teamwork Matters: Enabling Health Care Team Effectiveness for the Delivery of High-Quality Patient Care 331Joanne Lyubovnikova, Aston University, and Michael A. West, Lancaster University12 Rethinking Team Diversity Management: Evidence-Based Strategies for Coping with Diversity Threats 373Mirko Antino, Universidad Complutense de Madrid, Ramón Rico, Universidad AutonOma de Madrid, Miriam Sánchez-Manzanares, Universidad Carlos III de Madrid, and Dora C. Lau, Chinese University of Hong Kong13 High Performance in Temporally Separated Team Work 406J. Alberto Espinosa, Kogod School of Business, American UniversityPart 5: The Assessments, Applications, and Interventions for Teams 43914 Designing, Delivering, and Evaluating Team Training in Organizations: Principles That Work 441Megan E. Gregory, Jennifer Feitosa, Tripp Driskell, and Eduardo Salas, Department of Psychology, Institute for Simulation and Training, University of Central Florida, and William Brandon Vessey, EASI/Wyle, NASA Johnson Space Center15 Conducting Team Debriefings That Work: Lessons from Research and Practice 488Scott I. Tannenbaum, Rebecca L. Beard, and Christopher P. Cerasoli, Group for Organizational Effectiveness, Inc.16 Achieving Optimal Team Composition for Success 520John E. Mathieu, University of Connecticut, Scott I. Tannenbaum, Jamie S. Donsbach, and George M. Alliger, Group for Organizational Effectiveness, Inc.17 How, When, and Why You Should Measure Team Performance 552Kimberly A. Smith-Jentsch, Mary Jane Sierra, and Christopher William Wiese, University of Central Florida18 Team Time Management: Psychological Insights for Timely Project Performance 581Josette M.P. Gevers and Christel G. Rutte, Einhoven University of Technology, Netherlands19 Five Simple Processes That Improve High-Risk Team Effectiveness 609Michaela Kolbe, ETH Zurich, SwitzerlandPart 6: Summary 64520 Enhancing the Practice of Teamwork in Organizations: Emerging Themes 647Stephanie Zajac and Eduardo Salas, University of Central FloridaName Index 661Subject Index 680

The Editors Eduardo Salas, PhD, is trustee chair and Pegasus professor of psychology at the University of Central Florida where he also holds an appointment as program director for the Human Systems Integration Research Department at the Institute for Simulation and Training. Scott I. Tannenbaum, PhD, is president and cofounder of the Group for Organizational Effectiveness. He has provided advice, tools, and training to many organizations, including Fortune 100 companies and numerous government and military organizations. Debra Cohen, Ph.D., SPHR, is the senior vice president of Knowledge Development for the Society for Human Resource Management and is esponsible for the Society’s Knowledge Development Division. Gary Latham, PhD, is the Secretary of State Professor of Organizational Effectiveness in the Rotman School of Management at the University of Toronto. Gary is a past president of the Society for Industrial and Organizational Psychology (SIOP).

• Foreword xiiiThe Editors xvThe Contributors xviiPart 1: Why Teamwork Matters in Organizations 11 Teamwork in Financial Institutions—Does It Really Matter? 3Michael J. Castellana, CEO, SEFCU2 Do Teams’ Leaders Really Matter? 6COL Casey Haskins, U.S. Military Academy, West Point3 Teamwork Matters 11Peter J. Pronovost, Johns Hopkins University4 Making a Difference with Health Care Teams 13Victor V. Buzachero, Scripps Health5 Developing Leaders on Any Team 17George O’Leary, Head Football Coach, University of Central Florida6 Teamwork and Spaceflight—An Evolving Relationship 22Daniel W. Tani, Astronaut, NASAPart 2: The Organization and Its Influence 251 Silent Killers of Team Performance: How Honest, Collective, and Public Conversations Can Overcome Them 27Michael Beer, Harvard Business School and TruePoint2 How Organizational Process Maturity Improved Software Team Performance 48Bill Curtis, CAST Software3 Leading a Team to a Major Technological Development 85Kazem Rassouli, University of Toronto, Rotman School of ManagementPart 3: The Team Leaders 1194 Building Great Leadership Teams for Complex Problems 121Ruth Wageman, Harvard University5 Developing High-Impact Teams to Lead Strategic Change 154Kate Beatty and Roland B. Smith, Center for Creative Leadership6 Leading Executive Teams: The Good, the Bad, and the Ugly 182Susan R. Meisinger, Society for Human Resource Management7 Leading from the Helm: Lessons from America’s Cup Sailing Teams 208Mark A. Clark, American UniversityPart 4: The Organizational Context 2378 Virtual Teams: The How To’s of Making “Being Virtually There” Successful 239Debra J. Cohen and Alexander Alonso, Society for Human Resource Management9 Trust and Conflict at a Distance: How Can I Improve Relational Outcomes in Distributed Work Groups? 268Jeanne Wilson, The College of William and Mary10 Teamwork Improvement in Health Care: A Decade of Lessons Learned Every Organization Should Know 298Sandra A. Almeida, MD, LLC, Healthcare Consulting, Heidi King, TRICARE Management Activity, and Mary L. Salisbury, The Cedar Institute, Inc.11 Why Teamwork Matters: Enabling Health Care Team Effectiveness for the Delivery of High-Quality Patient Care 331Joanne Lyubovnikova, Aston University, and Michael A. West, Lancaster University12 Rethinking Team Diversity Management: Evidence-Based Strategies for Coping with Diversity Threats 373Mirko Antino, Universidad Complutense de Madrid, Ramón Rico, Universidad AutonOma de Madrid, Miriam Sánchez-Manzanares, Universidad Carlos III de Madrid, and Dora C. Lau, Chinese University of Hong Kong13 High Performance in Temporally Separated Team Work 406J. Alberto Espinosa, Kogod School of Business, American UniversityPart 5: The Assessments, Applications, and Interventions for Teams 43914 Designing, Delivering, and Evaluating Team Training in Organizations: Principles That Work 441Megan E. Gregory, Jennifer Feitosa, Tripp Driskell, and Eduardo Salas, Department of Psychology, Institute for Simulation and Training, University of Central Florida, and William Brandon Vessey, EASI/Wyle, NASA Johnson Space Center15 Conducting Team Debriefings That Work: Lessons from Research and Practice 488Scott I. Tannenbaum, Rebecca L. Beard, and Christopher P. Cerasoli, Group for Organizational Effectiveness, Inc.16 Achieving Optimal Team Composition for Success 520John E. Mathieu, University of Connecticut, Scott I. Tannenbaum, Jamie S. Donsbach, and George M. Alliger, Group for Organizational Effectiveness, Inc.17 How, When, and Why You Should Measure Team Performance 552Kimberly A. Smith-Jentsch, Mary Jane Sierra, and Christopher William Wiese, University of Central Florida18 Team Time Management: Psychological Insights for Timely Project Performance 581Josette M.P. Gevers and Christel G. Rutte, Einhoven University of Technology, Netherlands19 Five Simple Processes That Improve High-Risk Team Effectiveness 609Michaela Kolbe, ETH Zurich, SwitzerlandPart 6: Summary 64520 Enhancing the Practice of Teamwork in Organizations: Emerging Themes 647Stephanie Zajac and Eduardo Salas, University of Central FloridaName Index 661Subject Index 680