|
|
Team of Teams:
Purpose affirms trust, trust affirms purpose, and together they forge individuals into a working team.
|
100 |
|
|
Team of Teams:
….[teams], through their understanding of the situation and commitment to an outcome – purpose – can tackle threats more complex than any leader can foresee.
|
100 |
|
|
Team of Teams:
….the core insight of emergence…: in situations defined by high levels of interaction, ingenious solutions can emerge in the absence of any single designer…
|
104 |
|
|
Team of Teams:
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 |
|
|
Team of Teams:
…order can emerge from the bottom up, as opposed to being directed, with a plan, from the top down.
|
105 |
|
|
Team of Teams:
…attachment to procedure instead of purpose offers a clear example of the dangers of prizing efficiency over adaptability.
|
107 |
|
|
Team of Teams:
…the ritual of strategic planning, which assumes ‘the future will be more or less like the present,’ is more hindrance than help. – Gary Hamel
|
111 |
|
|
Team of Teams:
…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 |
|
|
Team of Teams:
…the larger an enterprise gets, the harder it is for it to think and act as one.
|
124 |
|
|
Team of Teams:
Teams… can easily devolve into a ‘bumper sticker solution’ – rhetoric parading as real transformation
|
125 |
