Bibliography

Eisele, P. (2013). Validation of the Team Diagnostic Survey and a Field Experiment to Examine the Effects of an Intervention to Increase Team Effectiveness. Group Facilitation, 12, 53-70.

Abstract: The aims of the study presented in this article were to validate the Swedish version of the Team Diagnostic Survey (TDS), and to examine effects of a feedback intervention to increase team effectiveness. The TDS is based on Hackman’s (2002) theory of group effectiveness which described three main criteria of performance and 14 factors […]

Eisele, P. (2015). The predictive validity of the team diagnostic survey: Testing a model with performance and satisfaction as output variables. Team Performance Management, 21, 5/6, 293-306.

Abstract: Purpose – The aims of the present study were to test the predictive validity of the Swedish version of the Team Diagnostic Survey (TDS). Design/methodology/approach – A model with both performance and satisfaction was tested with structural equation model (SEM) analyses. Participants completing the survey were employees (N = 214) across three large workplaces. […]

Wageman, R., Nunes, D.A., Burruss, J., & Hackman J.R. (2008). Senior Leadership Teams: What It Takes To Make Them Great. Harvard Business Review Press.

Abstract: An organisation’s fate hinges on its CEO—right? Not according to the authors of Senior Leadership Teams. They argue that in today’s world of neck-snapping change, demands on leaders in top roles are rapidly outdistancing the capabilities of any one person – no matter how talented. Result? Chief executives are turning to their enterprise’s senior […]

Hackman, J.R. (2011). Collaborative Intelligence. Using Teams to Solve Hard Problems. Berrett-Kohler Publishers.

Abstract: Intelligence professionals are commonly viewed as solo operators.  But these days intelligence work is mostly about collaboration.  Interdisciplinary and even inter-organizational teams are necessary to solve the really hard problems intelligence professionals face. Tragically, these teams often devolve into wheel-spinning, contentious assemblies that get nothing done.  Or members may disengage from a team if […]