Collaborating for Results

David Ian Willcock

Published by






Reviewed by

A  P Sutcliffe, PG Dip, MBCS


8 out of 10

When working with teams of people, it is important that the individuals should be able to work collaboratively; this increases the efficiency of the team, speeding up performance, reduces duplicated or wasted effort, improves the morale of the group and can result in a more effective project team.

However, this book is not about the various techniques used to bring about a more collaborative operation; rather, it is about the psychology of the individuals concerned within a given project team.

The book does not require the reader to be trained in psychology, although it does assume that there is a basic understanding of some of the more common ideas put forward by key figures within the field, particularly those associated with behaviour and motivation.

It provides a reasonable explanation of such concepts as the Briggs - Myers Index and personality traits; and it offers some useful proposals for overcoming issues related to ego and personal beliefs.

It also offers a series of questionnaires suitable for assessing the drives and psychological types of the various team members; and these might prove to be invaluable in the right scenario.

The author suggests that the book is suitable for picking out sections relevant to issues that a team leader might face. Whilst this may be true, in many cases the material requires the reader to have read some of the previous material in order to place it into context.

For that reason, it would certainly be appropriate to recommend that people should read it all the way through at least once, in order to ensure that they have the required background information to make sense of the individual components.

It is quite a sensible book and has been structured in such a way as to help the reader find the sections that they need. Although there is a considerable amount of text, there are also a few diagrams to help break this up; but it could still be seen as quite an academic piece of work as it is rather dry in its approach.

Even so, it would still be quite a valuable tool in the right hands. It offers advice on how to manage the various individuals and how to deal with the various levels of conflict that can often arise when working in teams. There are sections that deal specifically with how to manage the complex relationships within a team and generate an atmosphere of trust and cooperation.

Overall, it is a useful book; and one that could provide some invaluable guidance.

Further information: Gower

November 2013