Project teams are the rule rather than the exception in today's organisations. But thanks to the pressure of performance goals, conflicting agendas, and political jockeying, few teams make superior decisions consistently. Instead, team members communicate poorly or not at all, avoid provocative discussion, occasionally stab each other in the back, or in many other ways forget that their job is to make decisions that lead the company forward. This book, written by an authority on team decision making, offers tested methods and tools team members and their leaders can use to ratchet up the performance level. That not only makes team projects more successful - it makes work fun.The author argues that the way to make good decisions is to have an expansive group conversation that leads to sound decisions and swift execution. This sounds simple, but in most organisations making a decision and seeing it through can become an exercise in frustration for managers and employees alike. At one end of the spectrum are "command-and-control" decisions, proclaimed from on high and implemented through the ranks. At the other end are purely collaborative, consensus decisions that often lead to inoffensive, weak choices and sub-par results.The author shows how to integrate both approaches. Her practical tools, honed through application in groups of all types and sizes, ensure that team members have the know-how to make effective decisions that have an impact on an organisation's results. Providing examples of successes and failures, as well as interactive and diagnostic exercises, she identifies five decision-making profiles, and shows how to steer your group into the most effective one.