Collaboration Success Quotes

If you first take a minute, an hour or a month to let go of feeling annoyed, frustrated or critical of the person or situation that may be driving you crazy, you set yourself up for much greater leadership and personal success.

I've never trusted collaborations, because most people in this world are not closers. They don't finish what they start; they don't live what they dream; they sabotage their own progress because they're afraid they won't find what they seek.

Collaborators don’t steal others’ ideas, take advantage of people, or sit back while others accomplish their tasks for them. Collaborators take action to ensure that everyone with whom they work can enjoy the maximum potential outcome.

Don't be that employee that complains all the time! Instead, be that employee that sees opportunities within the business and weeks to collaborate with colleagues and management to make the business better.

Companies can learn a lot from biological systems. The human immune system for example is adaptive, redundant, diverse, modular, data-driven and network collaborative. A company that desires not just short term profit but also long term resilience should apply these features of the human immune system to it's business models and company structure.

A successful organization relies on the collaborative efforts of its employees, board members, and stakeholders.

By encouraging a culture of collaboration, open communication, and constructive debate, boards can harness the collective wisdom of their members and make decisions that drive the company towards long-term success.

Michael Schrage is right: “A collaboration of incompetents, no matter how diligent or well-meaning, cannot be successful.

A healthy, collaborative relationship between the board and management is crucial for a company's success.

I have always believed in the power of collaboration. Early on in my professional career, I realized that you can't develop all the competencies you need fast enough on your own. Furthermore, if you don't collaborate, your ideas will be limited to your own abilities. As a result, you will not be able to serve your clientele and thus can't achieve the anticipated impact.

To most of the world success is never bad. I remember how, when Hitler moved unchecked and triumphant, many honorable men sought and found virtues in him. And Mussolini made the trains run on time, and Vichy collaborated for the good of France, and whatever else Stalin was, he was strong. Strength and success—they are above morality, above criticism. It seems, then, that it is not what you do, but how you do it and what you call it. Is there a check in men, deep in them, that stops or punishes? There doesn’t seem to be. The only punishment is for failure. In effect no crime is committed unless a criminal is caught.

William Shakespeare (baptised 26 April 1564 – died 23 April 1616) was an English poet and playwright, widely regarded as the greatest writer in the English language and the world's pre-eminent dramatist. He is often called England's national poet and the "Bard of Avon" (or simply "The Bard"). His surviving works consist of 38 plays, 154 sonnets, two long narrative poems, and several other poems. His plays have been translated into every major living language, and are performed more often than those of any other playwright. Shakespeare was born and raised in Stratford-upon-Avon. At the age of 18 he married Anne Hathaway, who bore him three children: Susanna, and twins Hamnet and Judith. Between 1585 and 1592 he began a successful career in London as an actor, writer, and part owner of the playing company the Lord Chamberlain's Men, later known as the King's Men. He appears to have retired to Stratford around 1613, where he died three years later. Few records of Shakespeare's private life survive, and there has been considerable speculation about such matters as his sexuality, religious beliefs, and whether the works attributed to him were written by others. Shakespeare produced most of his known work between 1590 and 1613. His early plays were mainly comedies and histories, genres he raised to the peak of sophistication and artistry by the end of the sixteenth century. Next he wrote mainly tragedies until about 1608, including Hamlet, King Lear, and Macbeth, considered some of the finest examples in the English language. In his last phase, he wrote tragicomedies, also known as romances, and collaborated with other playwrights. Many of his plays were published in editions of varying quality and accuracy during his lifetime, and in 1623 two of his former theatrical colleagues published the First Folio, a collected edition of his dramatic works that included all but two of the plays now recognised as Shakespeare's. Shakespeare was a respected poet and playwright in his own day, but his reputation did not rise to its present heights until the nineteenth century. The Romantics, in particular, acclaimed Shakespeare's genius, and the Victorians hero-worshipped Shakespeare with a reverence that George Bernard Shaw called "bardolatry". In the twentieth century, his work was repeatedly adopted and rediscovered by new movements in scholarship and performance. His plays remain highly popular today and are consistently performed and reinterpreted in diverse cultural and political contexts throughout the world. Source: Wikipedia

Great groups ship. “They are places of action, not think tanks or retreat centers devoted solely to the generation of ideas.” Warren characterized the successful collaborations he studied as “dreams with deadlines.

Then there’s the issue of cognitive capacity. Deep work is exhausting because it pushes you toward the limit of your abilities. Performance psychologists have extensively studied how much such efforts can be sustained by an individual in a given day.* In their seminal paper on deliberate practice, Anders Ericsson and his collaborators survey these studies. They note that for someone new to such practice (citing, in particular, a child in the early stages of developing an expert-level skill), an hour a day is a reasonable limit. For those familiar with the rigors of such activities, the limit expands to something like four hours, but rarely more.

This world isn't a battlefield. Someday you will realise how your success depends on a bunch of other people and that day you will be wiser. You will know how connected we all are. Either we all make it or none of us does.

It`s Okay to Play or Work Alone in the Information Age But If We Must Make Headway in this Transformation Age, Collaboration is the Way to Go.

Be a creator not an imitator, competitor, or pretender. Real success happens when you create, collaborate, and dominate.

School competitions give rise to survival of the fittest, producing winners. Collaborations foster growth, innovation, and togetherness. If we prioritize collaboration, we become more than just winners.

Alignment and collaboration need not be fuzzy, ill-defined concepts for “let’s just all get along.” Effective teamwork is more than good manners and good will, although both help an organization function more effectively. Alignment results from shared goals. Collaboration results from shared measures of success.

In professional networks that acted as fertile soil for successful groups, individuals moved easily among teams, crossing organizational and disciplinary boundaries and finding new collaborators. Networks that spawned unsuccessful teams, conversely, were broken into small, isolated clusters in which the same people collaborated over and over. Efficient and comfortable, perhaps, but apparently not a creative engine.

No man is an island.” While we may cherish the myth of the lonely creative genius, it is just that—a myth. In truth, no individual (or idea) can flourish in a vacuum. Relationships, camaraderie, and collaboration are the lifeblood of our personal well-being and our professional success.

The most successful endeavors in the digital age were those run by leaders who fostered collaboration while also providing a clear vision. Too often these are seen as conflicting traits: a leader is either very inclusive or a passionate visionary. But the best leaders could be both. Robert

But then neither revenge nor forgiveness change what happened. They’re sideshows, of which forgiveness is the less attractive because it represents a collaboration with one’s persecutors. I don’t suppose that forgiveness was uppermost in the minds of people who were being nailed to a cross until Jesus, if not the first man with a Christ complex still the most successful, wafted onto the scene. Presumably those who enjoyed inflicting cruelty could hardly believe their luck and set about popularizing the superstition that their victims could only achieve peace of mind by forgiving them.

finding success. It leads to unpleasantness that I would rather . . . avoid. Even the greatest jockeys, the men everyone delighted to cheer for, cannot now get a decent mount, South or North. And if they do chance to ride, it has become perilous. The White jockeys collaborate against them to provoke falls.

As the poet John Donne wrote, “No man is an island.” While we may cherish the myth of the lonely creative genius, it is just that—a myth. In truth, no individual (or idea) can flourish in a vacuum. Relationships, camaraderie, and collaboration are the lifeblood of our personal well-being and our professional success.

A collaborator sees, sows, and grows seeds of opportunity and then sustains his good fortune by ensuring that others always benefit from his success.

Empathy and understanding are the keys to successful business. By putting people first, we can create a culture of respect and collaboration that drives positive change.

Empathy and understanding are the keys to a successful business. Putting people first can create a culture of respect and collaboration that drives positive change.

elders.’ ” Working in collaboration with a small group of programmers, Joy took on the task of rewriting UNIX, which was a software system

Culture is the constant constraint that controls creativity, commitment, collaboration, and cohesion.

High Performance Teams create cultures of caring, connection, commitment, collaboration and clear consistent communication

Destructive thoughts prevent your body from collaborating with your deepest wishes and needs. Sabotage has never been the road to success.

Teamwork is not a game for the selfish. It is for those with the mindset that a win for one is a win for all.

These toxic residues lead to high turnover and low innovation, creativity, and collaboration. No team can win with these elements corroding their effectiveness long term.

Successful innovation requires commitment, consistency, and collaboration

Learning is best achieved through relationships—having the right conversations with the right people in the right context—and collaborative action.

Meeting someone with the same vision doesn't mean you have to compete for success. It means you've found a companion to succeed together.

The masses often let themselves down and even those at the forefront who are hoisting the flag of the cause that is intended to alleviate their miseries. However, they do not do so out of wickedness or malice. Often times, they betray their interests out of incomprehension, docility and resignation to the status quo. In a subtle way, the masses often end up collaborating with those oppressing them.

We fail to realize that participating in an online working group is a form of solitude all its own. Instead we assume that the success of online collaborations will be replicated in the face-to-face world.

suggest that the millennial generation, deeply affected by the Great Recession and a stagnant global economy, has begun to shift its psychic priorities from material success to living a meaningful existence.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

coherence making strategies” as the route to success. They focused direction, employed collaborative capacity building, went deep in pedagogy, and secured internal group-based accountability across the whole system.

Success is never created in a vacuum, so I try to operate with a sense of compassion and gratitude for everyone who has their hand in the work that makes me successful. It’s a collaborative process, and I never forget that.

Design thinking has been associated with massive team collaboration, which in turn, fosters employee engagement and maximizes productivity. Hence, it is a tool that should be emulated and implemented for the success of any business.

There will be rebels. They will live in the shadows. They will be the renegade painters, sculptors, poets, writers, journalists, musicians, actors, dancers, organizers, activists, mystics, intellectuals and other outcasts who are willing to accept personal sacrifice. They will not surrender their integrity, creativity, independence and finally their souls. They will speak the truth. The state will have little tolerance of them. They will be poor. The wider society will be conditioned by mass propaganda to write them off as parasites or traitors. They will keep alive what is left of dignity and freedom. Perhaps one day they will rise up and triumph. But one does not live in poverty and on the margins of society because of the certainty of success. One lives like that because to collaborate with radical evil is to betray all that is good and beautiful. It is to become a captive. It is to give up the moral autonomy that makes us human. The rebels will be our hope.

the success of creation spaces can be traced back to careful design at the outset by a small group of people who were very thoughtful about the conditions required to foster or “scaffold” scalable collaboration, learning, and performance improvement.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

at Microsoft, we concluded that success has always required that people master four skills: learning about new topics and fields; analyzing and solving new problems; communicating ideas and sharing information with others; and collaborating effectively as part of a team.

Nowadays, the work of Alfred Hitchcock is admired all over the world. Young people who are just discovering his art through the current rerelease of Rear Window and Vertigo, or through North by Northwest, may assume his prestige has always been recognized, but this is far from being the case. In the fifties and sixties, Hitchcock was at the height of his creativity and popularity. He was, of course, famous due to the publicity masterminded by producer David O. Selznick during the six or seven years of their collaboration on such films as Rebecca, Notorious, Spellbound, and The Paradine Case. His fame had spread further throughout the world via the television series Alfred Hitchcock Presents in the mid-fifties. But American and European critics made him pay for his commercial success by reviewing his work with condescension, and by belittling each new film. (...) In examining his films, it was obvious that he had given more thought to the potential of his art than any of his colleagues. It occurred to me that if he would, for the first time, agree to respond seriously to a systematic questionnaire, the resulting document might modify the American critics’ approach to Hitchcock. That is what this book is all about.

We as educators must take seriously our responsibility to create growth-mindset-friendly environments - where kids feel safe from judgement, where they understand that we believe in their potential to grow, and where they know that we are totally dedicated to collaborating with them on their learning. We are in the business of helping kids thrive, not finding reasons why they can’t.

Sometimes the novel is not ready to be written because you haven't met the inspiration for your main character yet. Sometimes you need two more years of life experience before you can make your masterpiece into something that will feel real and true and raw to other people. Sometimes you're not falling in love because whatever you need to know about yourself is only knowable through solitude. Sometimes you haven't met your next collaborator. Sometimes your sadness encircles you because, one day, it will be the opus upon which you build your life. We all know this: Our experience cannot always be manipulated. Yet, we don't act as though we know this truth. We try so hard to manipulate and control our lives, to make creativity into a game to win, to shortcut success because others say they have, to process emotions and uncertainty as if these are linear journeys. You don't get to game the system of your life. You just don't. You don't get to control every outcome and aspect as a way to never give in to the uncertainty and unpredictability of something that's beyond what you understand. It's the basis of presence: to show up as you are in this moment and let that be enough.

One thing Great Groups do need is protection. Great Groups do things that haven’t been done before. Most corporations and other traditional organizations say they want innovation, but they reflexively shun the untried. Most would rather repeat a past success than gamble on a new idea. Because Great Groups break new ground, they are more susceptible than others to being misunderstood, resented, even feared. Successful

Player investment design lead' is a role that every single collaborative project or crowd initiative should fill in the future. When the game is intrinsically rewarding to play, you don't have to pay people to participate - with real currency, virtual currency, or any other kind of scarce reward. Participation is its own reward, when the player is properly invested in his or her progress, in exploring the world fully, and in the community's success.

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

The revolutionaries are the Anonymous Cloud. You know them too. These are the people who have caused every successful revolution the world has ever seen. They have been likened to a flock of birds, a group of individuals who happen to decide all at the same time to head in the same direction. Some split off, in groups or singly, some are shot, but the flock will continue. If the entire flock is captured, a new flock will form. The idea is the thing, and if the idea is right it will survive.

Understand and influence students’ and teachers’ perceptions, tolerance, knowledge, and empathy about diverse populations to help increase students’ successful integration into American educational settings; Help teachers develop and implement tools and strategies in the classroom that encourage effective communication and understanding of and between members of diverse cultural backgrounds; Build and maintain collaborations between students, families, teachers, and other community members to assist diverse populations.

Feminism saved my life and it gave me life. Feminism joined our experiences together and made what might happen to any of us comprehensible. It allowed us to transform difficult and potentially destructive experiences into new forms of understanding and solidarity. It enabled us to create different institutions and collaborative ways of working, with how and where we loved. There wasn’t only individual failure or success per se but a sense of the inherent difficulties any one of us might encounter. (Fifty Shades of Feminism)

10. What books would you recommend to an aspiring entrepreneur? Some quick favorites: The 22 Immutable Laws of Marketing: Violate Them at Your Own Risk! by Al Ries and Jack Trout The 48 Laws of Power by Robert Greene The 33 Strategies of War by Robert Greene Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb The Fish That Ate the Whale: The Life and Times of America’s Banana King by Rich Cohen Wikinomics: How Mass Collaboration Changes Everything by Don Tapscott and Anthony D. Williams Contagious: Why Things Catch On by Jonah Berger The Pirate’s Dilemma: How Youth Culture Is Reinventing Capitalism by Matt Mason Rules for Radicals: A Pragmatic Primer for Realistic Radicals by Saul D. Alinsky The New New Thing: A Silicon Valley Story by Michael Lewis Here Comes Everybody: The Power of Organizing Without Organizations by Clay Shirky Purple Cow: Transform Your Business by Being Remarkable by Seth Godin Eleven Rings: The Soul of Success by Phil Jackson and Hugh Delehanty Billion Dollar Lessons: What You Can Learn from the Most Inexcusable Business Failures of the Last 25 Years by Paul B. Carroll and Chunka Mui Gonzo Marketing: Winning Through Worst Practices by Christopher Locke

And yet, my research shows that this isn't actually the case. The lightning bug researchers discovered that when the fireflies were able to time their pulses with one another with astonishing accuracy (to the millisecond!), it allowed them to space themselves apart perfectly, thus eliminating the need to compete. In the same way, when we help others become better, we can actually increase the available opportunities, instead of vying for them. Like the lightning bugs, once we learn to coordinate and collaborate with those around us, we all begin to shine brighter, both individually and as an ecosystem.

was an English poet and playwright, widely regarded as the greatest writer in the English language and the world's pre-eminent dramatist. He is often called England's national poet and the "Bard of Avon" (or simply "The Bard"). His surviving works consist of 38 plays, 154 sonnets, two long narrative poems, and several other poems. His plays have been translated into every major living language, and are performed more often than those of any other playwright. Shakespeare was born and raised in Stratford-upon-Avon. At the age of 18 he married Anne Hathaway, who bore him three children: Susanna, and twins Hamnet and Judith. Between 1585 and 1592 he began a successful career in London as an actor, writer, and part owner of the playing company the Lord Chamberlain's Men, later known as the King's Men. He appears to have retired to Stratford around 1613, where he died three years later. Few records of Shakespeare's private life survive, and there has been considerable speculation about such matters as his sexuality, religious beliefs, and whether the works attributed to him were written by others. Shakespeare produced most of his known work between 1590 and 1613. His early plays were mainly comedies and histories, genres he raised to the peak of sophistication and artistry by the end of the sixteenth century. Next he wrote mainly tragedies until about 1608, including Hamlet, King Lear, and Macbeth, considered some of the finest examples in the English language. In his last phase, he wrote tragicomedies, also known as romances, and collaborated with other playwrights. Many of his plays were published in editions of varying quality and accuracy during his lifetime, and in 1623 two of his former theatrical colleagues published the First Folio, a collected edition of his dramatic works that included all but two of the plays now recognised as Shakespeare's. Shakespeare was a respected poet and playwright in his own day, but his reputation did not rise to its present heights until the nineteenth century. The Romantics, in particular, acclaimed Shakespeare's genius, and the Victorians hero-worshipped Shakespeare with a reverence that George Bernard Shaw called "bardolatry". In the twentieth century, his work was repeatedly adopted and rediscovered by new movements in scholarship and performance. His plays remain highly popular today and are consistently performed and reinterpreted in diverse cultural and political contexts throughout the world. Source: Wikipedia

What made it seem possible, in fact, that this wickedness was not entirely intrinsic to Germany was that I myself had experienced successive loves at the end of which the object of each one appeared to have no value and I had also seen my country experience successive hates which had caused to appear as traitors — a thousand times worse than the Germans to whom these traitors were supposed to be betraying France — Dreyfusards like Reinach with whom patriots were now collaborating against a country every member of which was necessarily a liar, a ferocious beast and an imbecile except, of course, those Germans who had espoused the French cause such as the King of Roumania and the Empress of Russia.

The first Western play to be performed in Beijing since the revolution was mounted while I was there. It was Arthur Miller’s Death of a Salesman. The choice seemed very strange. I regarded the play as being not merely highly Western in character but distinctly American. Its central figure is a salesman, “a man way out there in the blue riding on a smile and a shoeshine.” To my astonishment, the play was a tremendous success. But Arthur Miller, who had come to China to collaborate on production of the play, provided a satisfactory reason for its reception. “The play is about family,” he said, “and the Chinese invented family.” He might have added that the play is also about face, or the need to have the respect of the community, and the Chinese also invented face.

Nature vs. nurture is part of this—and then there is what I think of as anti-nurturing—the ways we in a western/US context are socialized to work against respecting the emergent processes of the world and each other: We learn to disrespect Indigenous and direct ties to land. We learn to be quiet, polite, indirect, and submissive, not to disturb the status quo. We learn facts out of context of application in school. How will this history, science, math show up in our lives, in the work of growing community and home? We learn that tests and deadlines are the reasons to take action. This puts those with good short-term memories and a positive response to pressure in leadership positions, leading to urgency-based thinking, regardless of the circumstance. We learn to compete with each other in a scarcity-based economy that denies and destroys the abundant world we actually live in. We learn to deny our longings and our skills, and to do work that occupies our hours without inspiring our greatness. We learn to manipulate each other and sell things to each other, rather than learning to collaborate and evolve together. We learn that the natural world is to be manicured, controlled, or pillaged to support our consumerist lives. Even the natural lives of our bodies get medicated, pathologized, shaved or improved upon with cosmetic adjustments. We learn that factors beyond our control determine the quality of our lives—something as random as which skin, gender, sexuality, ability, nation, or belief system we are born into sets a path for survival and quality of life. In the United States specifically, though I see this most places I travel, we learn that we only have value if we can produce—only then do we earn food, home, health care, education. Similarly, we learn our organizations are only as successful as our fundraising results, whether the community impact is powerful or not. We learn as children to swallow our tears and any other inconvenient emotions, and as adults that translates into working through red flags, value differences, pain, and exhaustion. We learn to bond through gossip, venting, and destroying, rather than cultivating solutions together. Perhaps the most egregious thing we are taught is that we should just be really good at what’s already possible, to leave the impossible alone.

How can HOW help us repair our faltering global economy? Only by getting our "hows" right can we ensure that we are sustainable. This can only be achieved when we are rooted in, and inspired by, sustainable values. The global economic meltdown supplied a perfect, but painful, example of how sustainability cannot be guided by situational values. The economic crash occurred because too many financial companies became disconnected from fundamental values and long-term sustainable thinking. Instead of nurturing sustainable collaborations, banks, lenders, borrowers and shareholders pursued short-term relationships founded on situational values. More than ever we need to get out of this cycle of crises and build long-term success and deep human connections so that we achieve enduring significance in today's globally interconnected world.

Warren Bennis, one of today’s leading thinkers on the art of leadership, spent years studying groundbreaking groups such as the Walt Disney Studios (while Walt was still alive), Xerox PARC, and Lockheed’s Skunk Works. Here are some of the highlights from his study of groups: • Great groups believe they are on a mission from God. Beyond mere financial success, they genuinely believe they will make the world a better place. • Great groups are more optimistic than realistic. They believe they can do what no one else has done before. “And the optimists, even when their good cheer is unwarranted, accomplish more,” says Warren. • Great groups ship. “They are places of action, not think tanks or retreat centers devoted solely to the generation of ideas.” Warren characterized the successful collaborations he studied as “dreams with deadlines.” Part

By looking after his relatives' interests as he did, Napoleon furthermore displayed incredible weakness on the purely human level. When a man occupies such a position, he should eliminate all his family feeling. Napoleon, on the contrary, placed his brothers and sisters in posts of command, and retained them in these posts even after they'd given proofs of their incapability. All that was necessary was to throw out all these patently incompetent relatives. Instead of that, he wore himself out with sending his brothers and sisters, regularly every month, letters containing reprimands and warnings, urging them to do this and not to do that, thinking he could remedy their incompetence by promising them money, or by threatening not to give them any more. Such illogical behaviour can be explained only by the feeling Corsicans have for their families, a feeling in which they resemble the Scots. By thus giving expression to his family feeling, Napoleon introduced a disruptive principle into his life. Nepotism, in fact, is the most formidable protection imaginable : the protection of the ego. But wherever it has appeared in the life of a State—the monarchies are the best proof—it has resulted in weakening and decay. Reason : it puts an end to the principle of effort. In this respect, Frederick the Great showed himself superior to Napoleon—Frederick who, at the most difficult moments of his life, and when he had to take the hardest decisions, never forgot that things are called upon to endure. In similar cases, Napoleon capitulated. It's therefore obvious that, to bring his life's work to a successful conclusion, Frederick the Great could always rely on sturdier collaborators than Napoleon could. When Napoleon set the interests of his family clique above all, Frederick the Great looked around him for men, and, at need, trained them himself. Despite all Napoleon's genius, Frederick the Great was the most outstanding man of the eighteenth century. When seeking to find a solution for essential problems concerning the conduct of affairs of State, he refrained from all illogicality. It must be recognised that in this field his father, Frederick-William, that buffalo of a man, had given him a solid and complete training. Peter the Great, too, clearly saw the necessity for eliminating the family spirit from public life. In a letter to his son—a letter I was re-reading recently—he informs him very clearly of his intention to disinherit him and exclude him from the succession to the throne. It would be too lamentable, he writes, to set one day at the head of Russia a son who does not prepare himself for State affairs with the utmost energy, who does not harden his will and strengthen himself physically. Setting the best man at the head of the State—that's the most difficult problem in the world to solve.

The thing is, if you’re good at what you do, you’re going to fail, because it means you’re out there taking risks. As people who have failed will often attest, failing isn’t that bad; it’s the fear of failure that can be paralyzing. That’s what keeps less successful people up at night, causing them to disengage, to hold back and not commit their full energies to their companies and coworkers. It causes them to quit a difficult task, refuse a promotion, avoid their boss, or hold their tongue in meetings. Fear of failure drains companies of their innovative lifeblood. Organizations that accept failure as a natural part of the creative process, however, can see tremendous increases in productivity, morale, and innovation, so it’s worthwhile for managers to figure out how to create a safe environment where their ensembles won’t be afraid to let loose. It’s not enough just to tell people it’s OK to fail and hang a bunch of posters emblazoned with platitudes; you have to model fearlessness.

The subtitle of this book is Spirituality and Strategies. In Reconciliation, I had proposed that reconciliation is more a spirituality than a strategy. It seemed to me that reconciliation had to be a way of living, had to relate to the profound spiritual issues that reconciliation raises and requires. To think of it only as strategy is to succumb to a kind of technical rationality that will succeed at best partially. Yet strategies cannot be dispensed with. Concrete experiences of struggling to achieve some measure of reconciliation require decisions, and those decisions must have some grounding. I still believe that reconciliation requires a certain spiritual orientation if it is to be successful. The challenge of reconciliation today is such that it requires an interreligious effort. Religious difference is sometimes the cause of social conflict; in all instances, religious people must find ways to work together to achieve reconciliation. What this book hopes to offer is the spirituality that will sustain Christians in their efforts to collaborate with others in that process.

Search engine query data is not the product of a designed statistical experiment and finding a way to meaningfully analyse such data and extract useful knowledge is a new and challenging field that would benefit from collaboration. For the 2012–13 flu season, Google made significant changes to its algorithms and started to use a relatively new mathematical technique called Elasticnet, which provides a rigorous means of selecting and reducing the number of predictors required. In 2011, Google launched a similar program for tracking Dengue fever, but they are no longer publishing predictions and, in 2015, Google Flu Trends was withdrawn. They are, however, now sharing their data with academic researchers... Google Flu Trends, one of the earlier attempts at using big data for epidemic prediction, provided useful insights to researchers who came after them... The Delphi Research Group at Carnegie Mellon University won the CDC’s challenge to ‘Predict the Flu’ in both 2014–15 and 2015–16 for the most accurate forecasters. The group successfully used data from Google, Twitter, and Wikipedia for monitoring flu outbreaks.

...in certain regions the party is organized like a gang whose toughest member takes over the leadership. The leader’s ancestry and powers are readily mentioned, and in a knowing and slightly admiring tone it is quickly pointed out that he inspires awe in his close collaborators. In order to avoid these many pitfalls a persistent battle has to be waged to prevent the party from becoming a compliant instrument in the hands of a leader. Leader comes from the English verb “to lead,” meaning “to drive” in French.15 The driver of people no longer exists today. People are no longer a herd and do not need to be driven. If the leader drives me I want him to know that at the same time I am driving him. The nation should not be an affair run by a big boss. Hence the panic that grips government circles every time one of their leaders falls ill, because they are obsessed with the question of succession: What will happen to the country if the leader dies? The influential circles, who in their blind irresponsibility are more concerned with safeguarding their lifestyle, their cocktail parties, their paid travel and their profitable racketeering, have abdicated in favor of a leader and occasionally discover the spiritual void at the heart of the nation.

For attractive lips, speak words of kindness. For lovely eyes, seek out the good in people. For a slim figure, share your food with the hungry. For beautiful hair, let a child run his fingers through it once a day. For poise, walk with the knowledge you’ll never walk alone. ...카톡【ACD5】텔레【KKD55】 We leave you a tradition with a future. The tender loving care of human beings will never become obsolete. People even more than things have to be restored, renewed, revived, reclaimed and redeemed and redeemed and redeemed. Never throw out anybody. ♥물뽕 구입♥물뽕 구매♥물뽕 판매♥물뽕 구입방법♥물뽕 구매방법♥물뽕 파는곳♥물뽕 가격♥물뽕 파는곳♥물뽕 정품구입♥물뽕 정품구매♥물뽕 정품판매♥물뽕 가격♥물뽕 복용법♥물뽕 부작용♥ Remember, if you ever need a helping hand, you’ll find one at the end of your arm. As you grow older, you will discover that you have two hands: one for helping yourself, the other for helping others. Your “good old days” are still ahead of you, may you have many of them 수면제,액상수면제,낙태약,여성최음제,ghb물뽕,여성흥분제,남성발기부전치유제,비아,시알,88정,드래곤,바오메이,정력제,남성성기확대제,카마그라젤,비닉스,센돔,,꽃물,남성조루제,네노마정,러쉬파퍼,엑스터시,신의눈물,lsd,아이스,캔디,대마초,떨,마리화나,프로포폴,에토미데이트,해피벌륜 등많은제품판매하고있습니다 원하시는제품있으시면 추천상으로 더좋은제품으로 모시겠습니다 It is a five-member boy group of YG Entertainment who debuted in 2006. It is a group that has had a great influence on young fashion trends, the idol group that has been pouring since then, and the Korean music industry from the mid to late 2000s. Since the mid-2000s, he has released a lot of hit songs. He has played an important role in all aspects of music, fashion, and trends enjoyed by Korea's generations. In 2010, the concept of emphasizing exposure, The number of idols on the line as if they were filmed in the factory instead of the "singer", the big bang musicality got more attention, and the ALIVE of 2012, the great success of the MADE album from 2015 to 2016, It showed musical performance, performance, and stage control, which made it possible to recognize not only the public in their twenties and thirties but also men and women, both young and old, as true artists with national talents. Even today, it is in a unique position in terms of musical performance, influence, and trend setting, and it is the idol who keeps the longest working and longest position. We have made the popularity of big bang by combining various factors such as exquisite talent of all members, sophisticated music, trendy style, various arts and performances in broadcasting, lovecalls and collaboration of global brands, and global popularity. The big bang was also different from the existing idols. It is considered to be a popular idol, a idol, because it has a unique musicality, debut as a talented person in a countless idol that has become a singer as a representative, not a talent. In addition, the male group is almost the only counterpart to the unchanging proposition that there is not a lot of male fans, and as mentioned several times, it has been loved by gender regardless of gender.

Probably, we should all hate you,” he was saying to Cade. “Illinois played against Northwestern that year for our homecoming, and you totally slaughtered us—” He broke off at the sound of a knock on the interior door to the suite. A woman in her early twenties, dressed in a skirt and a black T-shirt with “Sterling Restaurants” in red letters, walked into the suite pushing a three-tiered dessert cart. “Sweet Jesus, it’s here,” Charlie whispered reverently. Brooke fought back a smile. The dessert cart was something Sterling Restaurants had introduced a year ago, as a perk for all of the skyboxes and luxury suites at the sports arenas they collaborated with. Needless to say, it had been a huge success. Four kinds of cake (chocolate with toffee glaze, carrot cake, traditional cheesecake, and a pineapple-raspberry tart), three types of cookies (chocolate chip, M&M, and oatmeal raisin), blond brownies, dark chocolate brownies, lemon squares, peach cobbler, four kinds of dessert liquors, taffy apples, and, on the third tier, a make-your-own sundae bar with all the fixings. “Wow. That is some spread,” Vaughn said, wide-eyed. Simultaneously, the men sprang forward, bulldozed their way through the suite door, and attacked the cart like a pack of starving Survivor contestants. All except for one. Cade stayed right there, on the terrace. He leaned back against the railing, stretching out his tall, broad-shouldered frame. “Whew. I thought they’d never leave

If you want to make money at some point, remember this, because this is one of the reasons startups win. Big companies want to decrease the standard deviation of design outcomes because they want to avoid disasters. But when you damp oscillations, you lose the high points as well as the low. This is not a problem for big companies, because they don't win by making great products. Big companies win by sucking less than other big companies.” - “The place to fight design wars is in new markets, where no one has yet managed to establish any fortifications. That's where you can win big by taking the bold approach to design, and having the same people both design and implement the product. Microsoft themselves did this at the start. So did Apple. And Hewlett- Packard. I suspect almost every successful startup has.” - “Great software, likewise, requires a fanatical devotion to beauty. If you look inside good software, you find that parts no one is ever supposed to see are beautiful too.” - “The right way to collaborate, I think, is to divide projects into sharply defined modules, each with a definite owner, and with interfaces between them that are as carefully designed and, if possible, as articulated as programming languages. Like painting, most software is intended for a human audience. And so hackers, like painters, must have empathy to do really great work. You have to be able to see things from the user's point of view.” - “It turns out that looking at things from other people's point of view is practically the secret of success.” - “Part of what software has to do is explain itself. So to write good software you have to understand how little users understand. They're going to walk up to the software with no preparation, and it had better do what they guess it will, because they're not going to read the manual.

In April, Dr. Vladimir (Zev) Zelenko, M.D., an upstate New York physician and early HCQ adopter, reproduced Dr. Didier Raoult’s “startling successes” by dramatically reducing expected mortalities among 800 patients Zelenko treated with the HCQ cocktail.29 By late April of 2020, US doctors were widely prescribing HCQ to patients and family members, reporting outstanding results, and taking it themselves prophylactically. In May 2020, Dr. Harvey Risch, M.D., Ph.D. published the most comprehensive study, to date, on HCQ’s efficacy against COVID. Risch is Yale University’s super-eminent Professor of Epidemiology, an illustrious world authority on the analysis of aggregate clinical data. Dr. Risch concluded that evidence is unequivocal for early and safe use of the HCQ cocktail. Dr. Risch published his work—a meta-analysis reviewing five outpatient studies—in affiliation with the Johns Hopkins Bloomberg School of Public Health in the American Journal of Epidemiology, under the urgent title, “Early Outpatient Treatment of Symptomatic, High-Risk COVID-19 Patients that Should be Ramped-Up Immediately as Key to Pandemic Crisis.”30 He further demonstrated, with specificity, how HCQ’s critics—largely funded by Bill Gates and Dr. Tony Fauci31—had misinterpreted, misstated, and misreported negative results by employing faulty protocols, most of which showed HCQ efficacy administered without zinc and Zithromax which were known to be helpful. But their main trick for ensuring the protocols failed was to wait until late in the disease process before administering HCQ—when it is known to be ineffective. Dr. Risch noted that evidence against HCQ used late in the course of the disease is irrelevant. While acknowledging that Dr. Didier Raoult’s powerful French studies favoring HCQ efficacy were not randomized, Risch argued that the results were, nevertheless, so stunning as to far outweigh that deficit: “The first study of HCQ + AZ [ . . . ] showed a 50-fold benefit of HCQ + AZ vs. standard of care . . . This is such an enormous difference that it cannot be ignored despite lack of randomization.”32 Risch has pointed out that the supposed need for randomized placebo-controlled trials is a shibboleth. In 2014 the Cochrane Collaboration proved in a landmark meta-analysis of 10,000 studies, that observational studies of the kind produced by Didier Raoult are equal

Unlike during the previous Gaza operation in 2012, the Iron Dome supply did not run out. After Operation Pillar of Defense I had instructed the army to accelerate production of Iron Dome projectiles and batteries. We accomplished this with our own funds and with generous American financial support. I now asked the Obama administration for an additional $225 million package to continue the production line after Protective Edge. He agreed, and with the help of Tony Blinken, the deputy national security advisor who later became Biden’s secretary of state, the funding provision sailed through both houses of Congress. I deeply appreciated this support and said so publicly. I was therefore very disappointed when the administration held back on the IDF’s request for additional Hellfire rockets for our attack helicopters. Without offensive weapons we could not bring the Gaza operation to a quick and decisive end. Furthermore, as the air war lingered, the administration issued increasingly critical statements against Israel, calling some of our actions “appalling”2 and thereby opening the moral floodgates against us. Hamas took note. As long as it believed that we couldn’t deliver more aggressive punches, and that international support was waning, it would continue to rocket our cities. Unfortunately, it was aided in this belief by an international tug-of-war. On one side: Israel and Egypt. On the other: Turkey and Qatar, which fully supported Hamas. I worked in close collaboration with Egypt’s new leader, el-Sisi, who had deposed the Islamist Morsi a few months earlier. Our common goal was to achieve an unconditional cease-fire. The last thing el-Sisi wanted was a Hamas success in Gaza that would embolden their Islamist allies in the Sinai and beyond. Hamas’s exiled leader, Khaled Mashal, who escaped the Mossad action in Jordan, was now in Qatar. Supported by his Qatari hosts and Erdogan and ensconced in his lavish villa in Doha, Mashal egged Hamas to keep on fighting. To my astonishment, Kerry urged me to accept Qatar and Turkey as mediators instead of the Egyptians, who were negotiating with Hamas representatives in Cairo for a possible cease-fire. Hamas drew much encouragement from this American position. El-Sisi and I agreed to keep the Americans out of the negotiating loop. In the meantime the IDF would have to further degrade Hamas’s fighting and crush their expectations of achieving anything in the cease-fire negotiations.

10 Practical Strategies to Improve Your Critical Thinking Skills and Unleash Your Creativity In today's rapidly changing world, the ability to think critically and creatively has become more important than ever. Whether you're a student looking to excel academically, a professional striving for success in your career, or simply someone who wants to navigate life's challenges with confidence, developing strong critical thinking skills is crucial. In this blog post, we will explore ten practical strategies to help you improve your critical thinking abilities and unleash your creative potential. 1. Embrace open-mindedness: One of the cornerstones of critical thinking is being open to different viewpoints and perspectives. Cultivate a willingness to listen to others, consider alternative opinions, and challenge your own beliefs. This practice expands your thinking and encourages creative problem-solving. 2. Ask thought-provoking questions: Asking insightful questions is a powerful way to stimulate critical thinking. By questioning assumptions, seeking clarity, and exploring deeper meanings, you can uncover new insights and perspectives. Challenge yourself to ask thought-provoking questions regularly. 3. Practice active listening: Listening actively involves not just hearing, but also understanding, interpreting, and empathizing with the speaker. By honing your active listening skills, you can better grasp complex ideas, identify underlying assumptions, and engage in more meaningful discussions. 4. Seek diverse sources of information: Expand your knowledge base by seeking information from a wide range of sources. Engage with diverse perspectives, opinions, and ideas through books, articles, podcasts, and documentaries. This habit broadens your understanding and encourages critical thinking by exposing you to different viewpoints. 5. Develop analytical thinking skills: Analytical thinking involves breaking down complex problems into smaller components, examining relationships and patterns, and drawing logical conclusions. Enhance your analytical skills by practicing activities like puzzles, riddles, and brain teasers. This will sharpen your ability to analyze information and think critically. 6. Foster a growth mindset: A growth mindset is the belief that your abilities can be developed through dedication and hard work. Embracing this mindset encourages you to view challenges as opportunities for growth, rather than obstacles. By persisting through difficulties, you build resilience and enhance your critical thinking abilities. 7. Engage in collaborative problem-solving: Collaborating with others on problem-solving tasks can spark creativity and strengthen critical thinking skills. Seek out group projects, brainstorming sessions, or online forums where you can exchange ideas, challenge each other's thinking, and find innovative solutions together. 8. Practice reflective thinking: Taking time to reflect on your thoughts, actions, and experiences allows you to gain deeper insights and learn from past mistakes. Regularly engage in activities like journaling, meditation, or self-reflection exercises to develop your reflective thinking skills. This practice enhances your critical thinking abilities by promoting self-awareness and self-improvement. 9. Encourage creativity through experimentation: Creativity and critical thinking often go hand in hand. Give yourself permission to experiment and explore new ideas without fear of failure. Embrace a "what if" mindset and push the boundaries of your thinking. This willingness to take risks and think outside the box can lead to breakthroughs in critical thinking. 10. Continuously learn and adapt: Critical thinking is a skill that can be honed throughout your life. Commit to lifelong learning and seek opportunities to expand your knowledge and skills. Stay curious, be open to new experiences, and embrace change.

Collaborators let down their guards. Successful collaborators still carry a taser.

We just start putting our ideas out there, yet how do we actually attack contemporary problems? We do what some of the most successful American businesses do. We outsource and collaborate

The codiscoverers of the impostor phenomenon, Pauline Clance and Suzanne Imes, along with various collaborators, point to four coping and protecting mechanisms: diligence and hard work, holding back, charm, and procrastination.1 In my own work I’ve observed three more: maintaining a low or ever-changing profile, never finishing, and self-sabotage.

Beyond the US Army’s apps platform, it seems that every industry today relies upon some form of platform business model—many of them internet-based. Doctors quickly cross-check prescriptions to identify interactions between drugs, job-seekers exchange insights about various employers, and property values and other attributes of a given zip code are easily comparable. Successful platforms in a solution economy exhibit one or more of these three characteristics: (1) they invite participants to collaborate and exchange at little or no cost; (2) they encourage decentralized, user-generated content; and (3) they enable average citizens to contribute to problem solving.

Collaborative professionalism is about how teachers and other educators transform teaching and learning together to work with all students to develop fulfilling lives of meaning, purpose, and success.

Another harmful myth is “I’m not technical.” In an industry that increasingly glorifies engineers, people in disciplines outside of engineering can stop believing in the value of their own skills and discount their contributions in the workplace. Engineers should not be put on pedestals at the expense of other employees, as it takes more than just engineering skills to grow and maintain a successful business.

The Marriage of Figaro debuted first in Vienna in 1786 to great success (Mozart was becoming accustomed to such a reaction, no doubt), but it received an even more fevered positive reaction when it toured to Prague later the same year. Jumping off such a successful collaboration, Mozart and Da Ponte immediately set to work on their second collaboration, Don Giovanni, and produced it in Prague in 1787. It was also well received by critics and the public alike, but the public reaction cooled when it opened in Vienna in 1788.

whiteboard effect. For some types of problems, working with someone else at the proverbial shared whiteboard can push you deeper than if you were working alone. The presence of the other party waiting for your next insight—be it someone physically in the same room or collaborating with you virtually—can short-circuit the natural instinct to avoid depth.

Everything on earth is being continuously transformed, because the earth is alive … and it has a soul. We are part of that soul, so we rarely recognize that it is working for us. But in the crystal shop you probably realized that even the glasses were collaborating in your success.

Individuals became successful in part because of their abilities to debate forcefully and influence others. Inquiry skills, meanwhile, go unrecognized and unrewarded. But as managers rise to senior positions, they confront issues more complex and diverse than their personal experience. Suddenly, they need to tap insights from other people. They need to learn. Now the manager’s advocacy skills become counterproductive; they can close us off from actually learning from one another. What is needed is blending advocacy and inquiry to promote collaborative learning.

At other charter networks, the changes made to boost college success might look a little different, but they share one commonality: making students more independent learners and thus more likely to survive on a college campus. At Boston’s Brooke Charter Schools, for example, which just launched its first high school and has yet to send any graduates to college, the mindset begins in the earliest grades. During one visit there, I watched fourth-grade teacher Heidi Deck practice “flipped instruction,” in which students, when presented with a new problem, are first asked to solve it on their own, armed only with the tools of lessons learned from previous problems. “We really push kids to be engaged with the struggle,” said Deck. Next, she invites them to collaborate with one another to solve the problem, followed by more individual attempts to do the same. Always, Deck expects the students to figure out the puzzle. This is exactly the opposite of the most common approach to instruction, in which teachers demonstrate and then have students practice what they just watched. That’s dubbed the “I do —we do —you do” approach. With flipped instruction —and the many other teacher innovations here —“kids have to do the logical work of figuring something out rather than repeating what the teacher does,” said Brooke’s chief academic officer, Kimberly Steadman. The goal: Starting with its Class of 2020, the first graduating class Brooke sends off to college, all its students will be independent learners, able to roll with the surprises that confront all college students, especially first-generation college-goers.

To deepen alignment across specialties, the Apple organizational structure was very different from that of most other firms. There were no product divisions that were their own profit centers. “We run one P&L for the company,” said operations head Tim Cook (who became CEO after Jobs’s death).8 Thus, divisions did not compete against each other for customers or worry about "cannibalization.” This proved a huge competitive advantage when Apple introduced the iPod and iTunes. Rival Sony, rich in assets that could have given Apple a run for its money, was undermined by their organization structure, which was divided into profit centers that drove focus on product lines but hampered collaboration across these lines. Sony’s music division and their consumer electronics division were never able to successfully join forces to compete against Apple. Conversely, at Apple, all departments could celebrate a sale, whether a consumer chose to download music through their iPod or iPhone, or send emails using an iPad or MacBook.

All the evidence from the science of complexity says that given certain clear parameters...communities or teams will become self-organizing. They will be attracted to certain flowing states of organization natural to the people who make them up. In complexity theory, these flowing states are poetically called strange attractors. ... A work team made up of collaborating individuals would...have, if you could measure and plot creativity, failure, and success, a strange attractor that depicted the edges and patterns of the team's behavior. This pattern would be constrained by the forces operating within the company and outside in the market, but it would be most affected by the focus and vision of the team. A strong vision and purpose acts as a kind of strange attractor, allowing individual creativity while acting as a natural constraint to behavior that is detrimental to the team. Without repressive rules, then, a cohesive team with a strong sense of its mission, ethics, and tasks can be allowed a lot of leeway to develop its own approach to problems.

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t

Dr. Adam Grant, professor of organizational psychology at the Wharton School of the University of Pennsylvania, says this is because J. J. Abrams is “a giver,” a rarity in an industry full of takers. No good TV show or film is made by one person, but whereas Hollywood bigshots are known for being credit-hogs, J. J. Abrams is a fantastic collaborator. Grant would know. He wrote the book on the subject. In his bestseller, Give and Take, he presents rigorous research showing that a disproportionate number of the most successful people in a given industry are extremely generous. From medical students to engineers to salespeople, his studies find givers at the top of the ladder. “Being a giver doesn’t require extraordinary acts of sacrifice,” Grant writes in Give and Take. “It just involves a focus on acting in the interests of others, such as by giving help, providing mentoring, sharing credit, or making connections for others.” Abrams is known, acquaintances tell me, for his kindness and lack of ego, in addition to his penchant for mystery. That’s how he attracts the best people to his staff. And that’s how he’s managed to climb so far so fast.* Staffers with whom I e-mailed and met at the “typewriter shop” were eager to keep Abrams away from me because, according to his reputation, he’d probably spend way too much time helping this shaggy-haired writer out when he ought to be, you know, filming Star Wars. Initially, Abrams helped out better-connected people than himself, and doing so helped him superconnect. But once he was the superconnector, he still helped people. That’s how to tell if someone is a giver, or a taker in giver’s clothing. “If you do it only to succeed,” Grant says, in the long run, “it probably won’t work.

the whiteboard effect. For some types of problems, working with someone else at the proverbial shared whiteboard can push you deeper than if you were working alone. The presence of the other party waiting for your next insight—be it someone physically in the same room or collaborating with you virtually—can short-circuit the natural instinct to avoid depth.

it's not just communication that helps a team be successful, but rather the collaboration that follows. Communication without collaboration can lead to underperformance,

Placing young people in dynamic situations, involving multiple interests and without a simple solution, is a catalyst for the development of critical thinking, collaboration, and communication skills. In a way, engaging students in the restorative discipline process is a form of project-based learning where the school incident provides the text for their learning. The

*THE COMMONS, which are creative - so unleash their potential* The commons are shareable resources of society or nature that people choose to use and govern through self-organising, instead of relying on the state or market for doing so. Think of how a village community might manage its only freshwater well and its nearby forest, or how Internet users worldwide collaboratively curate Wikipedia. Natural commons have traditionally emerged in communities seeking to steward Earth's 'common pool' resources, such as grazing land, fisheries, watersheds and forests. Cultural commons serve to keep alive a community's language, heritage and rituals, myths and music, traditional knowledge and practice. And the fast-growing digital commons are stewarded collaboratively online, co-creating open-source software, social networks, information and knowledge. ...In the 1970s, the little-known political scientist Elinor Ostrom started seeking out real-life examples of natural commons to find out what made them work - and she went on to win a Nobel-Memorial prize for what she discovered. Rather than being left 'open access', those successful commons were governed by clearly defined communities with collectively agreed rules and punitive sanctions for those who broke them...she realised, the commons can turn out to be a triumph, outperforming both state and market in sustainably stewarding and equitably harvesting Earth's resources... The triumph of the commons is certainly evident in the digital commons, which are fast turning into one of the most dynamic areas of the global economy. (p.82-3)

But for this, we need a new development model. We have designed an economic system that sees no value in any human or natural resource unless it is exploited. A river is unproductive until its catchment is appropriated by some industry or its waters are captured by a dam. An open field and its natural bounty are useless until they are fenced. A community of people have no value unless their life is commercialised, their needs are turned into consumer goods, and their aspirations are driven by competition. In this approach, development equals manipulation. By contrast, we need to understand development as something totally different: development is care. It is through a caring relationship with our natural wealth that we can create value, not through its destruction. It is thanks to a cooperative human-to-human interaction that we can achieve the ultimate objective of development, that is, wellbeing. In this new economy, people will be productive by performing activities that enhance the quality of life of their peers and the natural ecosystems in which they live. If not for moral reasons, they should do so for genuine self-interest: there is nothing more rewarding than creating wellbeing for oneself and society. This is the real utility, the real consumer surplus, not the shortsighted and self-defeating behaviour promoted by the growth ideology. The wellbeing economy is a vision for all countries. There are cultural traces of such a vision in the southern African notion of ‘ubuntu’, which literally means ‘I am because you are’, reminding us that there is no prosperity in isolation and that everything is connected. In Indonesia we find the notion of ‘gotong royong’, a conception of development founded on collaboration and consensus, or the vision of ‘sufficiency economy’ in Thailand, Bhutan and most of Buddhist Asia, which indicates the need for balance, like the Swedish term ‘lagom’, which means ‘just the right amount’. Native Alaskans refer to ‘Nuka’ as the interconnectedness of humans to their ecosystems, while in South America, there has been much debate about the concept of ‘buen vivir’, that is, living well in harmony with others and with nature.

Choose noble goals for your heroes. Make them Sympathize with the poor, collaborates on the good goals, always step forward for the good actions, the first ones to do the right things, care to reserve others rights, and respect the laws, traditions and values.

The key to organizational success is to integrate next generation of leaders, tap into their way of looking at the world, solve problems in a very collaborative working style.

The dream of stitching the world into a global village has been embodied in the nomenclature of modern technology—the net is interconnected, the Web is worldwide, media is social. And the dream has fueled a succession of grand collaborative projects, cathedrals of knowledge built without any intention of profiting from the creation, from the virtual communities of the nineties to Linux to Wikipedia to the Creative Commons. It’s found in the very idea of open-source software. Such notions of sharing were once idealistic gestures and the reveries of shaggy inventors, but they have become so much the norm that they have been embraced by capitalism. The business plans of the most spectacularly successful firms in history, Google and Facebook, are all about wiring the world into one big network—a network where individuals work together, in a spirit of altruism, to share information.

Yochai Benkler says that while an inordinate amount of attention is being placed on free software, it is in fact only one example of a much broader social-economic phenomenon. I suggest that we are seeing the broad and deep emergence of a new, third mode of production in the digitally networked environment. I call this mode “Commons-based peer-production,” to distinguish it from the property- and contract-based modes of firms and markets. Its central characteristic is that groups of individuals successfully collaborate on large-scale projects following a diverse cluster of motivational drives and social signals, rather than either market prices or managerial commands.43