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Functioning safely in an interdependent environment requires that every team possess a holistic understanding of the interaction between all the moving parts. Everyone has to see the system in its entirety for the plan to work.
|
141 |
 |
purpose affirms trust, trust affirms purpose, and together they forge individuals into a working team.
|
151 |
 |
The emphasis on group success spurs cooperation, and fosters trust and purpose. But people cooperate only if they can see the interdependent reality of their environment.
|
153 |
 |
Firms that value innovation and creativity have spent a lot of time searching for ways to inject interactivity into work environments.
|
159 |
 |
The cultivated chaos of the open office encourages interaction between employees distinct from one another on the org chart.
|
160 |
 |
A new layout with old culture can deliver the worst of both worlds: countless managers… producing a noisier, more distracting environment that is neither efficient nor effective.
|
162 |
 |
The cubicle itself is a good example of management space gone wrong.
|
162 |
 |
Encouragement to collaborate tends to be more of a bumper sticker slogan than an actual managerial practice.
|
174 |
 |
It is necessary… to forcibly dismantle the old system and replace it with an entirely new managerial architecture.
|
197 |
 |
…engagement [is] the central predictor of productivity, exceeding individual intelligence, personality, and skill.
|
196 |
