Teams That Work audiobook cover - Step into a gentle, practical exploration of what makes teams thrive—how trust, clear roles, capable people, and supportive leadership weave together so a group of individuals can move in harmony and achieve something meaningful together.

Teams That Work

Step into a gentle, practical exploration of what makes teams thrive—how trust, clear roles, capable people, and supportive leadership weave together so a group of individuals can move in harmony and achieve something meaningful together.

Scott Tannenbaum and Eduardo Salas

★ 4.1 / 5(8 ratings)
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Categories:
Management & LeadershipCommunication SkillsCorporate Culture

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Mind Map

Teams That Work
Core Philosophy+
1. Capabilities+
2. Cooperative Beliefs+
3. Coordinating Behaviors+
4. Quality Communication+
5. Shared Cognitions+
6. Favorable Conditions+
7. Leadership+
Actionable Advice: Debriefs+

Quiz — Test Your Understanding

Question 1 of 8
According to the book, what is the relationship between teamwork and a team's technical capabilities?
  • A. Excellent teamwork can always compensate for a lack of technical skills if the team is highly motivated.
  • B. Teamwork is a learned skill, but it cannot overcome a fundamental lack of technical capabilities to do the job.
  • C. Hiring the best technical experts automatically guarantees high-level team performance.
  • D. Technical capabilities are less important than interpersonal skills when building a high-performing team.
Question 2 of 8
What key teamwork element was missing during the 1996 Mount Everest expedition, leading climbers to follow a dangerous decision without speaking up?
  • A. Collective efficacy
  • B. Situational awareness
  • C. Psychological safety
  • D. Closed-loop communication
Question 3 of 8
Which of the following is NOT one of the three core coordinating behaviors demonstrated by effective teams?
  • A. Monitoring (situational awareness)
  • B. Providing backup or support
  • C. Adapting to learn and make adjustments
  • D. Hoarding information to increase personal value
Question 4 of 8
What is 'closed-loop communication,' as recommended for high-performing teams?
  • A. Keeping communication restricted only to senior leadership to avoid confusing the team.
  • B. A three-step process involving a call-out, a check-back to convey understanding, and a close to confirm accuracy.
  • C. A strategy where team members communicate constantly in high volumes to ensure nothing is missed.
  • D. A method of resolving conflicts privately so that the rest of the team remains unaware of any issues.
Question 5 of 8
How do 'shared cognitions' primarily benefit a team during an unexpected disruption?
  • A. They allow the team to instantly replace their leader without losing momentum.
  • B. They provide a common understanding of roles, priorities, and contingency plans so the team can pivot smoothly.
  • C. They ensure that the team completely avoids any emotional reactions to the disruption.
  • D. They automatically increase the technical capabilities of individual team members.
Question 6 of 8
Why did the sales employees at the large retailer fake phone calls instead of helping customers with returns?
  • A. They lacked the technical capabilities to process the returns properly.
  • B. The organizational conditions and incentive structures penalized them for handling returns instead of making sales.
  • C. They did not have the psychological safety to ask their managers for help.
  • D. The team lacked collective efficacy and believed the returns process was too difficult.
Question 7 of 8
How does the book view the concept of leadership within effective teams?
  • A. Leadership should be strictly concentrated in a single, formally appointed manager.
  • B. Leadership is solely about managing team emotions and avoiding conflict at all costs.
  • C. Leadership is about ensuring necessary drivers are in place, and any team member can take on leadership functions.
  • D. Leadership becomes unnecessary once a team has established strong shared cognitions.
Question 8 of 8
According to the book's actionable advice, how should teams approach debriefs to maximize their performance?
  • A. Conduct them only at the very end of a project to evaluate the final outcome.
  • B. Have the team leader speak first to set the tone and dictate the areas of improvement.
  • C. Conduct them throughout a project cycle and allocate specific time for them.
  • D. Avoid them unless the team has experienced a significant failure or conflict.

Teams That Work — Full Chapter Overview

Teams That Work Summary & Overview

This warm audio summary explores the inner workings of successful teams—what helps people coordinate, communicate, and perform well together, even when challenges arise. Along the way, it highlights the importance of shared understanding, trust, the right mix of capabilities, and leadership that builds collaboration instead of competition.

Across seven chapters, you’ll hear a clear, supportive guide to the key drivers of team effectiveness, with simple examples that make the ideas easy to recognize in everyday life—at work, in families, and in any group with a shared purpose. The focus stays practical: what to notice, what to strengthen, and how to create conditions where people can do their best work together.

Who Should Listen to Teams That Work?

  • Team members who want to communicate more clearly, build trust, and understand how to contribute their strengths.
  • Managers and leaders who want practical ways to create the right conditions for teamwork and performance.
  • Anyone curious about why some groups feel energizing and effective while others feel confusing or fragmented.

About the Author: Scott Tannenbaum and Eduardo Salas

Scott Tannenbaum and Eduardo Salas are researchers and writers known for their work on teamwork, team performance, and leadership. Their writing focuses on the practical science of how teams coordinate, build trust, and succeed under real-world conditions.

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