Preface

Advances in Developing Human

Resources
An Eclectic Approach 12(1) 3­–6
© 2010 SAGE Publications
to Building Effective Reprints and permission: http://www.
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Teams: Eight Separate but DOI: 10.1177/1523422310365719
http://adhr.sagepub.com

Interrelated Components

Donald L. Venneberg1

This issue of Advances in Developing Human Resources explores building effective

teams in the Human Resource Development (HRD) organizational performance and
learning context. The authors in this issue support the premise that teams are “the
basic unit of both performance and change because of their proven capacity to accom-
plish what other units cannot” (Katzenbach & Smith, 2003; Introduction: What we
have learned, p. xxx). The authors also support the premise that poor team perfor-
mance in organizations is largely caused by a lack of systematic team building (Dyer,
Dyer, & Dyer, 2007). Team effectiveness includes three dimensions (Hackman, 1987):
(a) the degree to which a team’s decisions enhance organizational performance, (b)
members’ commitment to implementing team decisions and willingness to work
together in the future (Amason, 1996; Nadler, 1996; Schweiger, Sandberg, & Ragan,
1986), and (c) the extent to which team process meets members’ growth and satisfac-
tion needs (Hackman, 1987; Hambrick, 1994). Effective teams do not simply evolve,
but must be developed through team building.

Building Effective Teams for Organizational Performance

Successful organizations today realize that effective teams are critical in achieving
their strategic business goals and objectives. Building effective teams is an important
factor in work environments; its focus is to specialize in bringing out the best in a team
to ensure improved growth and development, better communication, leadership skills,
and the ability to work collectively to solve performance problems and prevent orga-
nizational breakdowns (Gilley & Gilley, 2007). Effective organizational leaders and
managers understand that strong, flexible, agile, and productive teams can be the com-
petitive edge needed to produce better results, achieve quality, lower cost, and deliver

1
Colorado State University, Fort Collins

Corresponding Author:
Donald L.Venneberg, Colorado State University, Campus Mail 1588, Fort Collins, CO 80523
Email: donvberg@cahs.colostate.edu
4 Advances in Developing Human Resources 12(1)

better customer service (Klein et al., 2009). With managerial support and involvement,
high-achieving teams can help promote better bottom-line performance, adaptability,
quality, safety, and service (LePine, 2003). Managers will need to communicate more
clearly and consistently with teams, become more involved with teams, treat team mem-
bers fairly and consistently, effectively coach and evaluate results, overcome resistance
to change, and motivate and effectively reward and recognize employees for their con-
tribution to team accomplishments (Hughes, Ginnett, & Curphy, 2009). If this journey
is successful, it can be the ultimate growth and development opportunity for all involved
(Gilley, Boughton, & Maycunich, 1999).

Building Effective Teams for Learning

Building effective teams can be viewed as a learning journey that helps participants
develop awareness, practical skills, and a deep belief in the power of teamwork
(Williams, Graham, & Baker, 2003). Effective teams provide team members the oppor-
tunity to gain an integrated set of skills that can be applied in any situation while enhancing
team performance, leadership, and team unity (LePine, 2003). An effective and pro-
ductive team has an atmosphere of trust and is completely accountable for the results
it achieves (Williams et al., 2003). Each team member invests in the team through his
or her efforts and attitudes. As a result of building effective teams, each team member
is more respectful, caring, and cooperative; thus, such teams are the mechanism by
which organizations can achieve exceptional results (Klein et al., 2009).

Overview of the Issue

The purpose of this issue is to provide a selected and eclectic review of knowledge,
frameworks, models, and tools for building effective teams in organizations. The issue
provides several unique approaches that aim to enhance the readers’ understanding of
theory and practice of building effective teams while advancing HRD theory and prac-
tice on the topic. The issue editors purposely used an eclectic approach to building
effective teams. This approach was used to provide a nontraditional orientation to
building effective teams, which allows for the development of an integrated model for
building effective teams; inclusion of a comprehensive study of the competencies
team leaders might need to construct such teams; examination of groups, teams, and
communities of practice; the application of innovation; and two essential strategies
useful in team development and improved organizational effectiveness.
In the first article of the issue, Ann Gilley, Jerry W. Gilley, David Marion, and Abigail
Veliquette introduce an empirical study that lists the critical competencies needed by
managers to successfully build effective teams that improve organizational results.
The second article by Steven Kerno and Ann Gilley compares and contrasts groups,
teams, and communities of practice to provide a better understanding of their differ-
ences and similarity to enable HRD scholars and professionals to know when each
is appropriate. The third article by Steven Kerno and Stephanie Mace provides an
Venneberg 5

in-depth overview of communities of practice and how they go beyond teams. Paul
Shelton and Alina Waite, in the fourth article, examine the theory of group potency in
teams and provide evidence of why it is the ultimate evidence of effective teams. In
the fifth article, Kyle Stone analyzes how Kaizen teams and lean thinking produce teams
that integrate HRD practices, resulting in successful team outcomes. The sixth article
by Thomas Chermack and Margaret Glick discusses how the two strategies of scenario
planning and organizational ambidexterity can be used to leverage teams toward orga-
nizational effectiveness. In the seventh article, James Folkestad and Rene Gonzalez
provide a content analysis of the literature on innovation with respect to effective
teamwork. In the eighth and final article, Jerry W. Gilley, M. Lane Morris, Alina Waite,
and Tabitha Coates provide a comprehensive integrated model for developing, man-
aging, and facilitating effective teams.

Implications for HRD Theory and Practice

Williams et al. (2003) identified several objectives that are relevant for building effec-
tive teams:

1. Discover new solutions to enhance team effectiveness and cohesiveness.

2. Explore ways to build team motivation and commitment.
3. Discover the tools and resources that can help you strengthen your team and
foster whole-hearted cooperation.
4. Gain personal insight about how your individual actions and behaviors
either add to or detract from teamwork and team building.

The objective of the articles in this issue is to foster a better understanding of how
to meet these objectives to improve organizational performance and outcomes. The
knowledge, models, frameworks, and concepts contained in the articles will also provide
HRD scholars opportunities for future research, provided HRD professionals can
use these objectives to guide their practice, and advance HRD theory in the area of
building effective teams.

References
Amason, A. C. (1996). Distinguishing the effects of functional and dysfunctional conflict on
strategic decision making. Academy of Management Journal, 39, 123-148.
Dyer, W. G., Dyer, W. G., & Dyer, J. H. (2007). Team building: Proven strategies for improv-
ing team performance. San Francisco, CA: Jossey-Bass.
Gilley, J. W., Boughton, N. W., & Maycunich, A. (1999). The performance challenge: Develop-
ing management systems to make employees your organization’s greatest assets. Cambridge,
MA: Perseus Books.
Gilley, J. W., & Gilley, A. (2007). Manager as coach. Hartford, CN: Praeger.
Hackman, J. R. (1987). The design of work teams. In J. Lorsch (Ed.), Handbook of organiza-
tional behavior (pp. 315-342). Englewood Cliffs, NJ: Prentice Hall.
6 Advances in Developing Human Resources 12(1)

Hambrick, D. C. (1994). Top management groups: A conceptual integration and reconsidera-

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Williams, S. D., Graham, T. S., & Baker, B. (2003). Evaluating outdoor experiential training for
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