Book Titles

Firms that value innovation and creativity have spent a lot of time searching for ways to inject interactivity into work environments.

The cultivated chaos of the open office encourages interaction between employees distinct from one another on the org chart.

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.

The cubicle itself is a good example of management space gone wrong.

Cultures… are more resistant to designed change than bricks and mortar.

Encouragement to collaborate tends to be more of a bumper sticker slogan than an actual managerial practice.

…trust [has] a viral effect: once it passe[s] a certain threshold, it bec[omes] the norm.

Together, these two cornerstones – systemic understanding and strong lateral connectivity – ground shared consciousness.

…top-down coordination of siloed efforts works only if those on top actually understand how everything will interact.

Working together always works. It always works. Everybody has to be on the team. They have to be interdependent with one another. – Alan Mulally