Hidden Rhythms of Teams

The Cultural Routines That Shape Business Success
1. Auflage 2026
ISBN: 978-1-041-31578-0
Verlag: Taylor & Francis Ltd

Buch, Englisch, 148 Seiten, Format (B × H): 152 mm x 229 mm

For readers who want to understand the hidden logic of how teams actually work, this book challenges the myth of the perfectly aligned, “optimized” culture and instead reveals how tension and conflict make real teams resilient.

Drawing on eighteen months of immersive observation inside four small firms, Eric R. Kushins offers a rare, firsthand look at teams in action. He uncovers how effective team cultures emerge, shift, and sustain themselves over time. Readers gain new conceptual tools for recognizing how relationships, rituals, and routines shape organizational performance, along with practical strategies for managing the cultural cycle of stability, crisis, and growth.

Culture is not a program to be rolled out. It is a performance lived every day. By understanding the dynamics that govern team interaction, leaders can better coordinate work, manage tension, and build organizations capable of navigating change. Hidden Rhythms of Teams is an essential guide for executives, HR leaders, consultants, entrepreneurs, family business owners, and MBA students seeking to build organizations that perform, adapt, and endure.

Zielgruppe

Adult education, Postgraduate, and Professional Practice & Development

Autoren/Hrsg.

Kushins, Eric R.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien
• Wirtschaftswissenschaften Betriebswirtschaft Unternehmensorganisation, Corporate Responsibility Kleine und Mittlere Unternehmen
• Wirtschaftswissenschaften Betriebswirtschaft Unternehmensorganisation, Corporate Responsibility Unternehmenskultur, Corporate Governance
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Management: Führung & Motivation

Inhaltsverzeichnis

Chapter 1: Rethinking Culture at Work. Chapter 2: The Social Life of Teams. Chapter 3: When Goals Become Performances. Chapter 4: Landing Gear, Lettuce, Bouquets, and Home Health Aides. Movement I: Stability. Chapter 5: In Step: Routine Stability and the Comfort of Coordination. Chapter 6: Authority as Care. Chapter 7: Who’s in Charge? Chapter 8: The Logic of Stability: Leading When Nothing is on Fire. Movement II: Crisis. Chapter 9: Out of Step: Routine Crisis and the Compression of Authority. Chapter 10: Reputation on the Line. Chapter 11: When Failure is Unthinkable. Chapter 12: The Logic of Crisis: Leading When Everything Is on the Line. Movement III: Growth. Chapter 13: Learning New Steps: Routine Growth and the Recasting of Identity. Chapter 14: Rewriting Roles. Chapter 15: When Growth Outruns Systems. Chapter 16: The Logic of Growth: Leading When Identity Is in Motion. Chapter 17: Becoming a Master Performer: Setting the Tempo of Team Culture. Acknowledgements

Über Autor(innen)

Eric R. Kushins is Associate Professor of Management at Berry College’s Campbell School of Business, and holds a dual Ph.D. in Sociology and Management from Rutgers University. He is a frequent media contributor and leads executive education programs across the Southeast US.