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X-Teams and Team Building to Improve Organizational Performance
X-Teams is a concept that strongly supports the idea that a team needs to look OUTSIDE the team in order to optimize its performance for long term impact. In this article, some common links to issues of collaboration and improvement are linked to a specific team building exercise, The Search for The Lost Dutchman's Gold Mine and ideas for connecting play in a game to behavior in the workplace are discussed.

Other quality teams Related Articles

Master Your Game: High Performance Teams
Many organizations talk about teams and teamwork but few really know how nor take the time to build teams. This article is the first in a series about teamwork. It explains the difference between a group and a team and outlines how dynamic teams lead to future success and growth.

Why B2B Messaging Quality Is So Abysmally Low: Marketers Need a Better Way to Be More Relevant to Customers, Sales and the Growth of Profitable Revenue and Market Share
It’s a curious thing. Among B2B companies, there’s general agreement on the definition of high-quality messaging, yet the actual quality of most B2B messaging remains quite low. Why is this? It’s a critical question that needs to be asked and then addressed — i.e., marketers need to develop an effective, optimum way to be more relevant to their companies’ sales teams and customers to insure targeted growth in revenue, profits, and market share.
SIX LESSONS FOR EFFECTIVE VIRTUAL TEAMS: A RECIPE FOR SUCCESS
Virtual teams are more prevalent than ever. But the fact that virtual teams continue to grow in popularity doesn’t mean they’re always being used and managed properly. Quite the contrary. To help organizations maximize their investment in virtual collaboration, we conducted a study of 48 virtual teams to understand the success factors of top performing virtual teams. We identified six lessons for effective virtual teamwork.

Train Trainers on Team Building to Manage Three Responses to Conflicts
In recent years there has been a significant increase in team collaboration and team work. Many of the projects in companies are now carried out with small teams and running teams smoothly has become a critical part of corporate life. Unfortunately, because teams are more collaborative, teams can create conflicts. This article explores the nature of these conflicts.

Hello, Is Anybody Out There? Facilitating High Impact Virtual Meetings
OnPoint’s global research study on virtual collaboration identified the factors that differentiate high performing virtual teams, or a success profile of “what good looks like”. One important differentiator was effective virtual meeting management, such that top performing teams have high-quality virtual meetings (v-meetings) and lower performing teams struggle with this.
The Profile of Success: Building High Performing Virtual Teams
Although many companies have made significant investments in virtual teams and the technology to support them, a surprising number of these teams do not reach their full potential. A recent study conducted by OnPoint Consulting, and described in more detail in Virtual Team Success: A Practical Guide to Working and Leading From a Distance, surveyed 48 virtual teams across industries to identify specific practices associated with the most successful teams.

Presentation Skills Training For Highly Effective Mobile Teams
More and more teams are working remotely. With new tools and technology, this is now easier than ever before. Yet one thing can derail highly effective teams. Find out how to guarantee success of your remote teams.
Matching Team Types and Focus
Managers' growing understanding of the power of a team-based organization has created an explosion of teams. We're now seeing a profusion of high-involvement teams, high-performance teams, corrective action teams, service and quality improvement teams, project teams, task forces, steering councils, process management and improvement teams, problem solving teams, cross-functional teams, departmental teams, work teams, regional or branch teams, self-directed and self-managed teams, semi-autonomous teams...to name just a few.

More is Said Than Done About Improving Customer Service
Effective teams, organizations, and leaders exist to serve others. And those who provide the highest levels of service/quality enjoy the richest rewards. That's not just some platitude or warm and fuzzy theory; it's become a well-proven fact. In Firing on All Cylinders I reviewed much of this evidence. I showed that those organizations with the highest service/quality levels have the highest levels of growth in revenue, customer satisfaction and retention, market share, productivity, safety, and employee morale while also reducing costs. So it's not surprising that the best service/quality leaders are also profitable leaders.

Use Strategic Imperatives to Set Improvement Priorities
It was a story with a plot line that's becoming all too familiar. I was meeting with the vice president of a large service organization and his quality improvement support staff. They were frustrated. After a few years of educating thousands of people in their organization, forming and training teams, mapping, analyzing, and "reengineering" a multitude of processes, and "empowering" everyone to improve quality and customer service, little was happening.
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