 |
When people feel less alone, when they truly and deeply feel connected to a team, they worry much less and think creatively much more.
|
225 |
 |
…teams can be either far less or far more than the sum of their rosters.
|
086 |
 |
The structural and functional distinctions between commands and teams have serious ramifications for adaptability.
|
091 |
 |
…teams whose members know one another deeply perform better.
|
098 |
 |
Team members must all work toward the same goal, and in volatile, complex environments that goal is changeable.
|
098 |
 |
Team members tackling complex environments must all grasp the team’s situation and overarching purpose.
|
099 |
 |
[Individual team members] must be collectively responsible for the team’s success and understand everything that responsibility entails.
|
099 |
 |
Purpose affirms trust, trust affirms purpose, and together they forge individuals into a working team.
|
100 |
 |
….[teams], through their understanding of the situation and commitment to an outcome – purpose – can tackle threats more complex than any leader can foresee.
|
100 |
 |
The creation and maintenance of a team requires both the visible hand of management and the invisible hand of emergence, the former weaving the elements together and the latter guiding their work.
|
105 |
