High-Energy Teams looks at the High-Energy Teams Model, which was developed as a team and organizational development tool, based on TMS products and processes. It addresses eight key strategic issues that teams need answers to if they are to work with energy and enthusiasm to deliver high-level outputs. It addresses the questions: Who are we? Where are we now? Where are we going? How will we get there? What is expected of us? What support do we get? How effective are we? What recognition do we get?

Values in the Workplace describes a new model - the Window on Work Values - that identifies eight value types defining the core values that people hold in the workplace. Values define what people think are important - the goals or motivations that shape their behavior. As such they drive our decision making and cause us to summon up energy to preserve what we believe in or what we want to defend. The model is ideal for determining personal values and checking their alignment with organizational values. The value types also form the basis for the development of team shared values and the derived ground rules for acceptable behavior.

The Workplace Pyramid is a model on three levels, describing why people behave the way they do at work. At the apex of the pyramid are preferences, which measure the way we like to work. The middle section examines risk-orientation - whether we are more likely to look for opportunities or obstacles. The base of the pyramid describes values - the issues that people consider are fundamental to their existence at work - the goals or motivations that shape their behavior. The concepts can be used in personal, team and organizational development and have the strong research underpinnings that go with Team Management Systems techniques.

Stumbling Blocks or Stepping Stones? Dealing with risk at work looks at the concept of Risk-Orientation and the key components that will help determine whether someone is likely to be risk averse or risk accepting. The Risk-Orientation Model describes the five sub-scales of MTG Energy, Multi-Pathways, Optimism, Faultfinding and Time Focus, which determine whether someone is more likely to focus on seeing the opportunities or the obstacles in any work situation. Simply by understanding how different risk approaches play out in behavior at work can make individuals and team leaders far more effective.

Linking Leadership explores leadership, with a particular emphasis on leading teams. The Linking Leader Model describes a full range leadership model that identifies Linking as the core aspect of leadership. Three levels of Linking are described: People Linking, Task Linking and Leadership Linking. People Linking is required of all people in a team; Task Linking by those in more senior positions; and Leadership Linking by the team leader. When all three levels are successfully implemented, a Linking Leader is created.

Developing Teams outlines the concepts that form the core of Team Management Systems (TMS) technology and focuses on applications that can have a powerful effect on developing teams. The main applications of the Team Management Profile, the Opportunities-Obstacles Profile and the Window on Work Values in team development are described. The Strategic Team Development Profile is also introduced as the preferred tool for undertaking a team needs analysis - the starting point for all team development.

As the final e-book in this series, Language of Teamwork focuses on the Types of Work Wheel and the Team Management Wheel, the original concepts that have brought about the international success of Team Management Systems. The terms used in these twin models are explained in detail showing how they have become a common language for teams striving to manage conflict and improve performance at work.