 |
Complexity means that, in spite of our increased abilities to track and measure, the world has become, in many ways, vastly less predictable.
|
074 |
 |
In complex environments, resilience often spells success, while even the most brilliant engineered fixed solutions are often insufficient or counterproductive.
|
076 |
 |
…all the efficiency in the world has no value if it remains statis in a volatile environment.
|
081 |
 |
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 |
 |
….[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 |
 |
…attachment to procedure instead of purpose offers a clear example of the dangers of prizing efficiency over adaptability.
|
107 |
 |
…the implementation of teams often leads to leaps in productivity as well as improvements in morale.
|
125 |
 |
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 |
