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Managing or participating in a team-based work environment can be either exhilarating or exasperating. Given the potential benefits and pitfalls of using teams, when should you use them, how do you choose team members who will accomplish a goal in the most effective manner, and how do you manage them to deliver successful results?

This program enables you to manage team dynamics in a manner that establishes a productive work environment, delivers high performance, and fosters creative ideas.

Discounts available for applicants from 501(c)(3) organizations and for teams of three or more from the same organization.
Program tuition includes private accommodations, all meals, and course materials.
Cancellation Policy
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Program Overview

Teams have a vast capacity to drive an organization beyond its boundaries. When managed well, teams stimulate creativity and innovation, make an organization more adaptive to market forces, and tap into a firm's intellectual resources to drive breakthrough results.

Managing Teams for Innovation and Success approaches team building at the strategic level. Participants evaluate not only the structure and management of highperformance teams but also whether it is appropriate to use teams or individuals to most effectively accomplish a given goal. Participants also explore team dynamics from the perspectives of both team leaders and team members to build a deeper understanding of the implications of management decisions.

SAMPLE SCHEDULE
Faculty Director
Other Faculty
Margaret A. Neale
Margaret A. Neale

John G. McCoy-Banc One Corporation Professor of Organizations and Dispute Resolution; Director of the Managing Teams for Innovation and Success Executive Program; Director of the Influence and Negotiation Strategies Executive Program; Codirector of the Executive Program for Women Leaders; Graduate School of Business Trust Faculty Fellow for 2011-2012

Margaret Neale's research focuses primarily on negotiation and team performance. Her work has extended judgment and decision-making research from cognitive psychology to the field of negotiation. In particular, she studies cognitive and social processes that produce departures from effective negotiating behavior. Within the context of teams, her work explores aspects of team composition and group process that enhance the ability of teams to share the information necessary for learning and problem solving in both face-to-face and virtual team environments.

Francis J. Flynn

Paul E. Holden Professor of Organizational Behavior; The Hank McKinnell-Pfizer Inc. Director of the Center for Leadership Development and Research; Codirector of the Executive Leadership Development Program

Brian S. Lowery

Associate Professor of Organizational Behavior

Gregory B. Northcraft

Professor, School of Labor and Employment Relations and Harry Gray Professor of Executive Leadership, Department of Business Administration, University of Illinois at Urbana-Champaign

Larissa Z. Tiedens

Jonathan B. Lovelace Professor of Organizational Behavior; Morgan Stanley Director of the Center for Leadership Development and Research

Key Takeaways
  • Strategies for building high-performing teams and eliminating obstacles to effective teamwork
  • Tools to define and communicate manager and team member roles
  • Methodologies to manage the complexities of group dynamics, including decision making, power, and conflict
 
 
 
 
 
 

Highlighted Sessions

Innovation Workshop: Stanford Institute of Design
Participants spend half a day at the d.school, which has become a hub for learning design thinking on campus. Participants will not only observe cutting-edge innovation processes in action but also take part in group-based exercises.

Managing Team Interactions: Synergy and Process Loss
In this session we will use the context of a group decision making task to explore the ways in which team members can get their voice heard. In addition, we will identify strategies for structuring teams to improve members' ability to hear and incorporate divergent and minority opinions.

Who Should Attend?

The program is appropriate for executives who are responsible for the performance of teams, task forces, or autonomous work groups. Along with their executive leader, up to six team members are encouraged to apply. However, team participation is not required. The program is appropriate for organizations of any size and industry.
SAMPLE Participant Mix
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Great program! The combination of such a diverse group of business leaders and thought-provoking teaching techniques have made this an intellectually stimulating experience. This program will be a powerful tool for encouraging teamwork in my company.
– Erik Bowers
Senior Manager
Harman/Becker Automotive System
The diversity of attendees was excellent. The value and methodology for team building was very useful. This course will help me improve performance and achieve goals in my organization.
– Tim Edwards
Product Manager
TRUMPF, Inc.
The examples used during daily exercises were real corporate issues that showed actual examples of failures and successes. The faculty was excellent and the staff was thorough. This program reinforced for me that Stanford has one of the best business schools for executive education in the world.
– Dexter van Scroggins
Technical Manager
Honeywell Commercial Aviation Systems
I gained an awareness of different management tools and group motivational issues, coupled with dynamic and active operational processes to enhance productivity.
– Joanne de Asis
Chairman
Globe Capitol Partners
This program offered a thorough investigation of the team concept. The high degree of interaction between industry colleagues and faculty was excellent.
– Jorgen Kelkjaer
Director
Novo Nordisk Engineering A/S
 
 

Facilities

 
 
 
 
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Stanford University
The Stanford campus is world renowned for its natural beauty, Spanish mission-style architecture, and temperate climate. With more than 8,180 acres (3,310 hectares), Stanford's campus ranks as one of the largest in the United States. Participants in Stanford's Executive Programs become part of a quintessential university setting, residing together, walking or biking to classes, and enjoying access to Stanford University facilities.
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The Knight Management Center
Opened in spring 2011, the Knight Management Center has transformed the Stanford Graduate School of Business into a vibrant and unified indoor-outdoor, living and learning community. Participants will take classes at this new state-of-the-art campus, which features tiered classrooms with extensive floor-to-ceiling glass, the latest in audiovisual technology, numerous breakout and study rooms, outdoor seating areas to encourage informal discussion, and an open collaboration lab that employs hands-on and design thinking techniques.
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Schwab Residential Center
Designed by renowned Mexican architect, Ricardo Legorreta, the Schwab Residential Center gives residents ample privacy while promoting collegial interaction through shared lounges, outdoor meeting areas, a library, and an exercise room.

CONTACT

Shalini Bhatia
Associate Director, Programs and Marketing
Phone: 650.724.7409
Email: shalini.bhatia@gsb.stanford.edu