HBR guide to collaborative teams

Section one. Making yourself collaboration-ready: Exerting influence without authority

to lead people who don't report to you, try lateral leadership / by Lauren Keller Johnson

To improve your team, first work on yourself

you need three specific capabilities / by Jennifer Porter

Collaboration without burnout

figure out where you add the most value / by Rob Cross, Scott Taylor, and Deb Zehner

Section two. Building the team: Great teams are about personalities, not just skills

here's how to get the right mix / by Dave Winsborough and Tomas Chamorro-Premuzic

6 ways to convince someone to collaborate with you

think about what you can offer them in return / by Dorie Clark

Making star teams out of star players

there's a right way and a wrong way to organize them / by Michael Mankins, Alan Bird, and James Root

Ensuring agile teams can work together

nurturing internal networks can lead to better outcomes / by Alia Crocker, Rob Cross, and Heidi K. Gardner

Section three. Being productive as a team: High-performing teams need psychological safety

here's how to create it / by Laura Delizonna

The best teams have clearly defined roles

fuzzy responsibilities are bad for collaboration / by Tammy Erickson

Helping teams with different subcultures to collaborate

every company has many cultures / by Roger Schwarz

Get your team to do what it says it's going to do

"if-then planning" is the key / by Heidi Grant

Don't let teamwork get in the way of agility

each project stage needs the right amount of teamwork / by Elaine Pulakos and Robert B. (Rob) Kaiser

How to motivate your problem people

the most intractable people take up the most time and energy / by Nigel Nicholson

Section four. Communicating and making decisions: Cracking the code of sustained collaboration

six tools for training people to work together better / by Francesca Gino

7 strategies for better group decision-making

keep the group small and diverse / by Torben Emmerling and Duncan Rooders

A good meeting needs a clear decision-making process

before you start, agree on how it will end / by Bob Frisch and Cary Greene

4 tips for effective virtual collaboration

be strategic about meetings and communication / by Elizabeth Grace Saunders

If your team agrees on everything, working together is pointless

constructive conflict is good for creativity / by Liane Davey

Section five. Navigating conflicts and power struggles: How to permanently resolve cross-department rivalries

four questions to start getting on the same page / by Ron Carucci

Navigating a turf war at work

check your mindset, and focus on the larger goal / by Amy Gallo

How to handle a disagreement on your team

be a mediator, not a boss / by Jeanne Brett and Stephen B. Goldberg

How to collaborate with people you don't like

you can still have a productive relationship / by Mark Nevins.