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Team of Teams:
…the implementation of teams often leads to leaps in productivity as well as improvements in morale.
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125 |
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Team of Teams:
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.
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125 |
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Team of Teams:
…the very traits that make teams great can often work to prevent their coherence into a broader whole
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126 |
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Team of Teams:
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.
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127 |
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Team of Teams:
…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.
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127 |
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Team of Teams:
…the rigidity that sets in with scale is one of the main causes of start-up failure. – Joel Peterson
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127 |
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Team of Teams:
The issue is not that teams never work, but that team dynamics are powerful but delicate, and expansion is a surefire way to break them.
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127 |
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Team of Teams:
Effective prediction… has become increasingly difficult, and in many situations impossible.
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141 |
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Team of Teams:
Continuing to function under the illusion that we can understand and foresee exactly what will be relevant to whom is hubris. It might feel safe, but it is the opposite.
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141 |
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Team of Teams:
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.
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141 |
