 |
…attachment to procedure instead of purpose offers a clear example of the dangers of prizing efficiency over adaptability.
|
107 |
 |
…this overlap and redundancy – these inefficiencies – are precisely what imbues teams with high-level adaptability and efficacy. Great teams are less like ‘awesome machines’ than awesome organisms.
|
120 |
 |
Teams can bring a measure of adaptability to previously rigid organizations. But these performance improvements have a ceiling as long as adaptable traits are limited to the team.
|
125 |
 |
As the proverbial kitchen fills up, communication and trust break down, egos come into conflict, and the chemistry that fueled innovation and agility becomes destructive. In many cases, this loss of adaptability dooms the enterprise.
|
127 |
 |
…the magic of teams is a double-edged sword once organizations get big: some of the same traits that make an adaptable team great can make it incompatible with the structure it serves.
|
127 |
 |
Effective adaptation to emerging threats and opportunities requires the disciplined practice of empowered execution.
|
219 |
 |
Creativity and leading a truly adaptive organization requires building, leading, and maintaining a culture that is flexible but also durable.
|
231 |
 |
Market domination produces tremendous internal resistance against any innovation and thus makes adaptation to change dangerously difficult.
|
107 |
 |
Only if the structure can adapt to new situations, new demands, new conditions, will it be able to survive.
|
429 |
 |
…research shows that people who feel good are more adaptive in their thinking and better able to process complex information.
|
006 |
