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Never again will project managers have to wonder how to change traditional committees into quality focused, horizon-expanding engines of change! This book links teaming principles, applications, and practices with remarkable ready-today/use-today/internalize-today power and clarity. Shuster emphasizes that teaming is an act, and that project managers must stop focusing on teams as things. Compressed into a tightly organized format--in an informal easy-to-read style--this wonderfully resourceful book is constructed around two distinct, but closely interrelated disciplines: quality management and project management. It illuminates teaming principles, as well as sound direction on teaming tools/techniques and how to effectively implement them. The author uses a warm, personal approach to reach the reader on the intellectual level, as well as the emotional, imaginative, and moral levels. Teaming for Quality places teaming into the overall quality management context, outlines a clear teaming theory and model, and presents a comprehensive user-friendly, step-by-step set of implementation procedures, techniques, and actions for addressing every conceivable kind of issue. It also reviews typical team histories and how to select group member. Appendices offer 32 teaming principles and a control systems theory, and these, along with Shuster's PIC--Process for Innovation and Consensus--serve as foundations for his ethically based approach to participatory management.
