1. Chapter 6 GROUPS and TEAMS

2. Teams vs. Groups
Teams:
- Shared leadership roles and collective work-product
- Rely on individual accountability and on mutual accountability.
Groups:
- Strong, clearly-focused leadership and individual work product
- Rely on individual accountability only

3. The Power of Teams
Five Key Principles:  (1) a meaningful common purpose that the team has helped shape
(2) specific performance goals that flow from the common purpose
(3) a mix of complementary skills
(4) a strong commitment to how the work gets done
(5) mutual accountability.  

4. Conflict Management Conflict is inevitable
Conflict can be a positive experience
A natural and beneficial by-product of diversity and good organizational culture
Conflict is a variation of wants, needs, ideas and expectations
Conflict Management is essential to Group and Team Process

5. Resolving Conflict Step One: Understand the cause
Step Two: Recognize the intensity
Step Three: Strategies to address the conflict:
- Competing
- Accommodating
- Avoiding
- Compromising
- Collaborating

6. Leveraging Teams The Sequential Problem Solving:
Emphasizes logical, sequential analysis within known parameters
Results in incremental changes
Connective Problem Solving:
Combing varied knowledge in novel way and moving beyond existing boundaries/rules
Results in radical

7. The Super Team
Organizationally distinct units tightly integrated as the senior executive level 
Leverage vital group processes, structures and exploit the advantage of separate cultures with remarkable and radically innovative results. 
“Ambidextrous organizations”
Breakthrough products or services