Collaborative Culture 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.

The board of directors should foster a culture of collaboration and open communication.

Solidarity is not a matter of altruism. Solidarity comes from the inability to tolerate the affront to our own integrity of passive or active collaboration in the oppression of others, and from the deep recognition that, like it or not, our liberation is bound up with that of every other being on the planet, and that politically, spiritually, in our heart of hearts we know anything else is unaffordable. (Aurora Levins Morales, Medicine Stories: History, Culture and the Politics of Integrity)

The human dimension of organizational change is vital. Because ultimately, a company is a collaboration of people.

Logic and morality made it impossible to accept an illogical and immoral reality; they engendered a rejection of reality which as a rule led the cultivated man rapidly to despair. But the varieties of the man-animal are innumerable, and I saw and have described men of refined culture, especially if young, throw all this overboard, simplify and barbarize themselves, and survive. A simple man, accustomed not to ask questions of himself, was beyond the reach of the useless torment of asking himself why. The harsher the oppression, the more widespread among the oppressed is the willingness, with all its infinite nuances and motivations, to collaborate: terror, ideological seduction, servile imitation of the victor, myopic desire for any power whatsoever… Certainly, the greatest responsibility lies with the system, the very structure of the totalitarian state; the concurrent guilt on the part of individual big and small collaborators is always difficult to evaluate… they are the vectors and instruments of the system’s guilt… the room for choices (especially moral choices) was reduced to zero

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.

The Five C's of Coaching: 1- Clarity 2- Communication 3- Collaboration 4- Commitment 5- Culture

A lot of business is collaborative, and a lot of business is competitive. And it's important to know when to focus on which.

If you’re alive, you’re a creative person. You and I and everyone you know are descended from tens of thousands of years of makers. Decorators, tinkerers, storytellers, dancers, explorers, fiddlers, drummers, builders, growers, problem-solvers, and embellishers—these are our common ancestors. The guardians of high culture will try to convince you that the arts belong only to a chosen few, but they are wrong and they are also annoying. We are all the chosen few. We are all makers by design. Even if you grew up watching cartoons in a sugar stupor from dawn to dusk, creativity still lurks within you. Your creativity is way older than you are, way older than any of us. Your very body and your very being are perfectly designed to live in collaboration with inspiration, and inspiration is still trying to find you—the same way it hunted down your ancestors.

All businesses could use a garden where Data Scientists plant seeds of possibility and water them with collaboration.

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

It's really important for our company to have a culture of healthy leadership and also healthy followership. We don't want to over emphasize leadership because it's not the most important thing. Leadership is important, followership is important, and collaboration is important.

If You Respect Their Preparation, You never Drop the Baton

I reject the notion that science is by its nature secretive. Its culture and ethos are, and for very good reason, collective, collaborative, and communicative.

Womanism is feminism's vulgate. It asserts that women are the oppressed or the victims and never the collaborators in the 'bad' things that men do. It entails a double standard around sexuality where women's sexual self-expression is seen as necessary and even desirable, but men's is seen as dangerous or even disgusting. Womanism is by no means confined to a tiny, politically motivated bunch of man-hating feminists, but is a regular feature of mainstream culture.

To walk attentively through a forest, even a damaged one, is to be caught by the abundance of life: ancient and new; underfoot and reaching into the light. But how does one tell the life of the forest? We might begin by looking for drama and adventure beyond the activities of humans. Yet we are not used to reading stories without human heroes. This is the puzzle that informs this section of the book. Can I show landscape as the protagonist of an adventure in which humans are only one kind of participant? Over the past few decades many kinds of scholars have shown that allowing only human protagonists into our stories is not just ordinary human bias. It is a cultural agenda tied to dreams of progress through modernization. There are other ways of making worlds. Anthropologists have become interested, for example, in how substance hunters recognize other living beings as persons, that is protagonists of stories. Indeed, how could it be otherwise? Yet expectations of progress block this insight. Talking animals are for children and primitives. Their voices silent, we imagine wellbeing without them. We trample over them for our advancement. We forget that collaborative survival requires cross-species coordinations. To enlarge what is possible we need other kinds of stories, including adventures of landscapes.

The final two issues of the Englehart/Rogers/Austin collaboration, Detective Comics #475 and #476, are now esteemed alongside the greatest Batman stories ever created and would provide the seed for Tim Burton’s 1989 feature film. In

The key venue for freewheeling discourse was the Monday morning executive team gathering, which started at 9 and went for three or four hours. The focus was always on the future: What should each product do next? What new things should be developed? Jobs used the meeting to enforce a sense of shared mission at Apple. This served to centralize control, which made the company seem as tightly integrated as a good Apple product, and prevented the struggles between divisions that plagued decentralized companies.

To do exciting, empowering research and leave it in academic journals and university libraries is like manufacturing unaffordable medicines for deadly diseases. We need to share our work in ways that people can assimilate, not in the private languages and forms of scholars...Those who are hungriest for what we dig up don't read scholarly journals and shouldn't have to. As historians we need to either be artists and community educations or find people who are and figure out how to collaborate with them. We can work with community groups to create original public history projects that really involved people. We can see to it that our work gets into at least the local popular culture through theater, murals, historical novels, posters, films, children's books, or a hundred other art forms. We can work with elementary and high school teachers to create curricula. Medicinal history is a form of healing and its purposes are conscious and overt.

Color blindness has become a powerful weapon against progress for people of color, but as a denial mindset, it doesn’t do white people any favors, either. A person who avoids the realities of racism doesn’t build the crucial muscles for navigating cross-cultural tensions or recovering with grace from missteps. That person is less likely to listen deeply to unexpected ideas expressed by people from other cultures or to do the research on her own to learn about her blind spots. When that person then faces the inevitable uncomfortable racial reality—an offended co-worker, a presentation about racial disparity at a PTA meeting, her inadvertent use of a stereotype—she’s caught flat-footed. Denial leaves people ill-prepared to function or thrive in a diverse society. It makes people less effective at collaborating with colleagues, coaching kids’ sports teams, advocating for their neighborhoods, even chatting with acquaintances at social events.

Writing is lonely, it’s an intimate talk with the dead, with the unborn, with the absent, with strangers, with the readers who may never come to be and who even if they read you will do so weeks, years, decades later. An essay, a book, is one statement in a long conversation you could call culture or history; you are answering something or questioning something that may have fallen silent long ago, and the response to your words may come long after you’re gone and never reach your ears, if anyone hears you in the first place.

The social cohesion necessary for a thriving, inclusive society is undermined, as racism fosters an "us versus them" mentality, hindering collaboration and collective progress.

transformation is possible for anyone willing to learn and live good values, value people, and collaborate with others to create a positive values culture.

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

Let’s look at selling a car, because if any industry seems to offend in collaboration, it’s the car-selling industry.

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.

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.

reject the notion that science is by its nature secretive. Its culture and ethos are, and for very good reason, collective, collaborative, and communicative.

What ideas have you contributed that have made a difference? How have you collaborated with others to build ideas?

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

While group collaboration can certainly be a source of collective intelligence, it can also get you to jump off a cliff or drive too fast. And that’s probably why some form of continued connection to the adults and their adult perspectives still exists in traditional cultures, and even in our animal cousins. Without adults around, young adolescents can literally go wild.

Cities, Barber notes, “collect garbage and collect art rather than collecting votes or collecting allies. They put up buildings and run buses rather than putting up flags and running political parties. They secure the flow of water rather than the flow of arms. They foster education and culture in place of national defense and patriotism. They promote collaboration, not exceptionalism.”24

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.

The global financial collapse exposed the longstanding myth that commercial exchange is a primary institution. There are no examples in history where people created commercial markets and exchange before creating a culture.

in the scramble to survive, founders often hire to solve immediate needs and simultaneously create long-term problems. This mistake is common enough that Bob Sutton wrote a book, The No-Asshole Rule, to help executives recognize the damage these hires cause to culture.5 No matter how many golden lectures a leader gives imploring people to “Be collaborative” or “Work as a team,” if the people hired have destructive habits, the lecture will lose.

But in the years to come, as Muslim prestige and learning sank, and Hindu confidence, wealth, education and power increased, Hindus and Muslims would grow gradually apart, as British policies of divide and rule found willing collaborators among the chauvinists of both faiths. The rip in the closely woven fabric of Delhi’s composite culture, opened in 1857, slowly widened into a great gash, and at Partition in 1947 finally broke in two. As the Indian Muslim elite emigrated en masse to Pakistan, the time would soon come when it would be almost impossible to imagine that Hindu sepoys could ever have rallied to the Red Fort and the standard of a Muslim emperor, joining with their Muslim brothers in an attempt to revive the Mughal Empire.

A fast and innovative workplace is made up of what we call “stunning colleagues”—highly talented people, of diverse backgrounds and perspectives, who are exceptionally creative, accomplish significant amounts of important work, and collaborate effectively.

Listening and questioning are the basis for positive classroom interactions that can in turn shape meaningful collaboration, which can then build a culture of thinking. At the heart of these two practices lies a respect for and interest in students' thinking.

Assimilation of the feminine side is indeed a decisive problem in a man's individuation, but it remains his "private affair" since our patriarchal culture not only does not demand individuation but tends actually to reject it in the male. Assimilation of the archetypally masculine animus side of woman's nature, however, is a different matter. In modern times patriarchal culture, which no longer oppresses her and hinders her cultural participation, motivates woman to develop the opposite side of her psyche from childhood onwards. This means that women are forced into a certain degree of Self-estrangement for the sake of conscious development. Initially more is demanded of them than of men. From woman both femininity and masculinity are required, while from him only masculinity. We are speaking here of one of the complications but also one of the opportunities inherent in woman's situation for our culture that has led to there being such a high percentage of women involved in the development of modern psychology, actively through their collaboration and passively through their conflicts.

Leaders with high emotional intelligence create a culture of trust, respect, and collaboration, where everyone feels valued and heard. They build teams that are not just efficient, but also empowered and fulfilled. Emotional intelligence is not just a nice-to-have for leaders, it's a must-have.

You are an integral part of this precious opportunity to take part in the collaboration of a world. Despite the cacophonous cast of characters inside and out, your one true voice continuously rallies you towards self-actualization. The universe or ‘one song’ awaits your note in the collective chorus.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

Improve performance through process improvements introduced with minimal resistance. Deliver with high quality. Deliver a predictable lead time by controlling the quantity of work-in-progress. Give team members a better life through an improved work/life balance. Provide slack in the system by balancing demand against throughput. Provide a simple prioritization mechanism that delays commitment and keeps options open. Provide a transparent scheme for seeing improvement opportunities, thereby enabling change to a more collaborative culture that encourages continuous improvement. Strive for a process that enables predictable results, business agility, good governance, and the development of what the Software Engineering Institute calls a high-maturity organization.

instructional conversation, the kind of talk that acts like a mental blender, mixing together new material with existing knowledge in a student’s schema. Using discussion protocols like World Café, Four on a Pencil, and Give One Get One help create variety in the ways students talk to each other in the classroom, offering a chance to both work collaboratively and have their individual voices heard.

The modern urban-industrial society is based on a series of radical disconnections between body and soul, husband and wife, marriage and community, community and the earth. At each of these points of disconnection the collaboration of corporation, government, and expert sets up a profit-making enterprise that results in the further dismemberment and impoverishment of the Creation. Together, these disconnections add up to a condition of critical ill health, which we suffer in common—not just with each other, but with all other creatures. Our economy is based upon this disease. Its aim is to separate us as far as possible from the sources of life (material, social, and spiritual), to put these sources under the control of corporations and specialized professionals, and to sell them to us at the highest profit.

The colonial era propagated the concept of scarcity and competition to many inherently collaborative and cooperative cultures, replacing the idea of strength as a community with an obsessive focus on individualism. The ideology of isolationism and individualism is uniquely that of colonization. The world has suffered from accepting this ideology, systems of oppression easily stay in place and are unquestioned under this framework.

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.

Yet even in the best of cases, the need to be on call, to spend at least a certain amount of energy looking over one's shoulder, maintaining a false front, never looking too obviously engrossed, the inability to fully collaborate with others —all this lends itself much more to a culture of computer games, YouTube rants, memes, and Twitter controversies than to, say, the rock 'n' roll bands, drug poetry, and experimental theater created under the midcentury welfare state.

Squatters. The dispossessed. The water rats. Denizens of the deep, citizens of the shallows. And a lot of them were interested in trying something different, including which authorities they gave their consent to be governed by. Hegemony had drowned, so in the years after the flooding there was a proliferation of cooperatives, neighborhood associations, communes, squats, barter, alternative currencies, gift economies, solar usufruct, fishing village cultures, mondragons, unions, Davy’s locker freemasonries, anarchist blather, and submarine technoculture, including aeration and aquafarming. Also sky living in skyvillages that used the drowned cities as mooring towers and festival exchange points; containerclippers and townships as floating islands; art-not-work, the city regarded as a giant collaborative artwork; blue greens, amphibiguity, heterogeneticity, horizontalization, deoligarchification; also free open universities, free trade schools, and free art schools.

This state of affairs, which bodes ill for the future, causes Us great distress and anguish. But We cherish this hope: that distrust and selfishness among nations will eventually be overcome by a stronger desire for mutual collaboration and a heightened sense of solidarity. We hope that the developing nations will take advantage of their geographical proximity to one another to organize on a broader territorial base and to pool their efforts for the development of a given region. We hope that they will draw up joint programs, coordinate investment funds wisely, divide production quotas fairly, and exercise management over the marketing of these products. We also hope that multilateral and broad international associations will undertake the necessary work of organization to find ways of helping needy nations, so that these nations may escape from the fetters now binding them; so that they themselves may discover the road to cultural and social progress, while remaining faithful to the native genius of their land.

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.

Digital Native born then could read and write, email (which started around 1993) would have become an inescapable part of life. The important distinction is that Digital Natives know no other way of life other than the culture of Internet, laptop, and mobile. They can be freed from the constraints of local mores and hierarchical authority and, as autonomous citizens of the world, will personalize screen-based activities and services while collaborating with, and contributing to, global social networks and information sources.

Fandom is really fandoms, plural—an always diverse and contentious sphere. Mass media representations of fanfiction and fan culture present it at best as a “wacky world,” or more typically as a bastion of the physically, socially, and literarily inept. Academic accounts of fandom overcompensate, often presenting overly utopian pictures of sisterly collaboration and feminist critique. Utopias and dystopias, though, are not parallel but rather intersecting universes. This is surely one of the great lessons of Star Trek—and of its fandom.

The Romans, by that means, made pagans out of indigenous people. The moral syntax of the Roman word pagan means having the quality of village life and village mindedness. It means living at a distance from the seat of power and the arbiters of orthodox belief and observance, and living at the shadowy edge of a ploughed field. It designated undomesticated, unbroken bush dwellers, those for whom the light of culture of the eastern Mediterranean kind had not yet dawned. It is a powerful distinction to make, with powerful, enforceable criteria. The Romans didn’t invent pagan, but they did make pagans out of the country people they conquered. Though the word at this time meant something like “those on land unbroken,” the change in meaning to the modern European sense of pagan as “enemy of the true religion” tracks the arc from agricultural practice to systematic ethnic cleansing. Through a programme of shame and systematic desecration, they marginalized traditionalists, drove wedges of privilege between families, rewarded collaborators, confounded and demeaned the local languages, compromised indigenous lifeways. They made another kind of war on the indigenous aptitude for living alongside ancestors. Though certainly not the history many of us were taught to emulate or admire, it is there, stones in the sediment of the Europe that founded America. As the Romans went their civil, ruinous way, they made a point of learning from the newly conquered something of the traditional histories, alliances, and enmities of the area. They learned these enmities not to conclude them but to collude with them and deepen them, to further them, prey upon them, employ them, turning the conquered against the not-yet conquered, holding themselves out as the new, powerful ally who would right ancestral wrongs, securing and obliging and forcing the newly conquered to raise the foreign conqueror to the status of a mysteriously benevolent foreign God. Sleeping with the enemy began in earnest. This is a lesson and example relied upon heavily by Hernando Cortes as he made his ruinous way across Mexico early in the sixteenth century, and it made Cortes a dark legend in the old and new worlds.

Tony Williams: You’ve often mentioned that Tales of Hoffmann (1951) has been a major influence on you. George Romero: It was the first film I got completely involved with. An aunt and uncle took me to see it in downtown Manhattan when it first played. And that was an event for me since I was about eleven at the time. The imagery just blew me away completely. I wanted to go and see a Tarzan movie but my aunt and uncle said, “No! Come and see a bit of culture here.” So I thought I was missing out. But I really fell in love with the film. There used to be a television show in New York called Million Dollar Movie. They would show the same film twice a day on weekdays, three times on Saturday, and three-to-four times on Sunday. Tales of Hoffmann appeared on it one week. I missed the first couple of days because I wasn’t aware that it was on. But the moment I found it was on, I watched virtually every telecast. This was before the days of video so, naturally, I couldn’t tape it. Those were the days you had to rent 16mm prints of any film. Most cities of any size had rental services and you could rent a surprising number of films. So once I started to look at Tales of Hoffmann I realized how much stuff Michael Powell did in the camera. Powell was so innovative in his technique. But it was also transparent so I could see how he achieved certain effects such as his use of an overprint in the scene of the ballet dancer on the lily ponds. I was beginning to understand how adept a director can be. But, aside from that, the imagery was superb. Robert Helpmann is the greatest Dracula that ever was. Those eyes were compelling. I was impressed by the way Powell shot Helpmann sweeping around in his cape and craning down over the balcony in the tavern. I felt the film was so unique compared to most of the things we were seeing in American cinema such as the westerns and other dreadful stuff I used to watch. Tales of Hoffmann just took me into another world in terms of its innovative cinematic technique. So it really got me going. Tony Williams: A really beautiful print exists on laserdisc with commentary by Martin Scorsese and others. George Romero: I was invited to collaborate on the commentary by Marty. Pat Buba (Tony’s brother) knew Thelma Schoonmaker and I got to meet Powell in later years. We had a wonderful dinner with him one evening. What an amazing guy! Eventually I got to see more of his movies that I’d never seen before such as I Know Where I’m Going and A Canterbury Tale. Anyway, I couldn’t do the commentary on Tales of Hoffmann with Marty. But, back in the old days in New York, Marty and I were the only two people who would rent a 16mm copy of the film. Every time I found it was out I knew that he had it and each time he wanted it he knew who had it! So that made us buddies.

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

The late Jonathan Rowe, one of the visionaries of the new networked Commons, best explained the idea of what a Commons is all about. He wrote: To say “the commons” is to evoke a puzzled pause. . . . Yet the commons is more basic than both government and market. It is the vast realm that is the shared heritage of all of us that we typically use without toll or price. The atmosphere and oceans, languages and cultures, the stores of human knowledge and wisdom, the informal support systems of community, the peace and quiet that we crave, the genetic building blocks of life—these are all aspects of the commons.41

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

Spacewar highlighted three aspects of the hacker culture that became themes of the digital age. First, it was created collaboratively. “We were able to build it together, working as a team, which is how we liked to do things,” Russell said. Second, it was free and open-source software. “People asked for copies of the source code, and of course we gave them out.” Of course—that was in a time and place when software yearned to be free. Third, it was based on the belief that computers should be personal and interactive. “It allowed us to get our hands on a computer and make it respond to us in real time,” said Russell.10

To deconstruct a concept is to analyze it in a way which reveals its construction—both in the temporal sense of its birth and development over time and in a certain cultural and political matrix, and in the sense of its own present structure, its meaning, and its relation to other concepts. One of the most impressive aspects of such an analysis is the revelation of the ‘contingency’ of the concept, i.e. the fact that it is only the accidental collaboration of various historical events and circumstances that brought that concept into being, and the fact that there could be a world of sense without that concept in it (emphasis added).26 In

Power itself is founded largely on disgust. The whole of advertising, the whole of political discourse, is a public insult to the intelligence, to reason - but an insult in which we collaborate, abjectly subscribing to a silent interaction. The day of hidden persuasion is over: those who govern us now resort unapologetically to arm-twisting pure and simple. The prototype here was a banker got up like a vampire, saying, 'I am after you for your money' . A decade has already gone by since this kind of obscenity was introduced, with the government's blessing, into our social mores. At the time we thought the ad feeble because of its aggressive vulgarity. In point of fact it was a prophetic commercial, full of intimations of the future shape of social relationships, because it operated, precisely, in terms of disgust, avidity and rape. The same goes for pornographic and food advertising, which are also powered by shamelessness and lust, by a strategic logic of violation and anxiety. Nowadays you can seduce a woman with the words, 'I am interested in your cunt' . The same kind of crassness has triumphed in the realm of art, whose mounds of trivia may be reduced to a single pronouncement of the type, 'What we want from you is stupidity and bad taste' . And the fact is that we do succumb to this mass extortion, with its subtle infusion of guilt. It is true in a sense that nothing really disgusts us any more. In our eclectic culture, which embraces the debris of all others in a promiscuous confusion, nothing is unacceptable. But for this very reason disgust is nevertheless on the increase - the desire to spew out this promiscuity, this indifference to everything no matter how bad, this viscous adherence of opposites. To the extent that this happens, what is on the increase is disgust over the lack of disgust. An allergic temptation to reject everything en bloc: to refuse all the gentle brainwashing, the soft-sold overfeeding, the tolerance, the pressure to embrace synergy and consensus.

I've always believed that culture is defined and created from the top down, but it comes to life from the bottom up. This meant that I had to build our culture by working with the leadership group (i.e., the owner, general manager, and executives), the coaching staff, and the football team. To strengthen the culture among the leadership group, it was important to reiterate to the owner, team president, and general manager the shared beliefs, values, and expectations that we had discussed in depth when I was interviewing for the head coaching position. It was important to have collaborative conversations on a regular basis to discuss the changes we were making and why we were making them.

In Lisa’s lifetime, a galaxy of artistic stars—Michelangelo, Botticelli, Raphael, Perugino, Filippino Lippi—rivaled the heavens with their brilliance. None outshone the incandescent genius of Leonardo, who emerges from the fog of history as more of a cultural force than a mere human being. ... During Leonardo’s and Lisa’s lifetimes, largerthan-legend characters strutted across the Florentine stage: Lorenzo de’ Medici, whose magnificence rubbed off on everything he touched. The charismatic friar Savonarola, who inflamed souls before meeting his own fiery death. Ruthless Cesare Borgia, who hired Leonardo as his military engineer. Niccolò Machiavelli, who collaborated with the artist on an audacious scheme to change the course of the Arno River.

the default self. This self, one of many that makes up who you are, is focused on how you are distinct from others, independent, in control, and oriented toward competitive advantage. It has been amplified by the rise of individualism and materialism, and no doubt was less prominent during other time periods (e.g., in Indigenous cultures thousands of years ago). Today, this default self keeps you on track in achieving your goals and urges you to rise in the ranks in the world, all essential to your survival and thriving. When our default self reigns too strongly, though, and we are too focused on ourselves, anxiety, rumination, depression, and self-criticism can overtake us. An overactive default self can undermine the collaborative efforts and goodwill of our communities. Many of today’s social ills arise out of an overactive default self, augmented by self-obsessed digital technologies. Awe, it would seem, quiets this urgent voice of the default self.

A beautiful example of a long-term intention was presented by A. T. Ariyaratane, a Buddhist elder, who is considered to be the Gandhi of Sri Lanka. For seventeen years there had been a terrible civil war in Sri Lanka. At one point, the Norwegians were able to broker peace, and once the peace treaty was in effect, Ariyaratane called the followers of his Sarvodaya movement together. Sarvodaya combines Buddhist principles of right livelihood, right action, right understanding, and compassion and has organized citizens in one-third of that nation’s villages to dig wells, build schools, meditate, and collaborate as a form of spiritual practice. Over 650,000 people came to the gathering to hear how he envisioned the future of Sri Lanka. At this gathering he proposed a five-hundred-year peace plan, saying, “The Buddha teaches we must understand causes and conditions. It’s taken us five hundred years to create the suffering that we are in now.” Ari described the effects of four hundred years of colonialism, of five hundred years of struggle between Hindus, Muslims, and Buddhists, and of several centuries of economic disparity. He went on, “It will take us five hundred years to change these conditions.” Ariyaratane then offered solutions, proposing a plan to heal the country. The plan begins with five years of cease-fire and ten years of rebuilding roads and schools. Then it goes on for twenty-five years of programs to learn one another’s languages and cultures, and fifty years of work to right economic injustice, and to bring the islanders back together as a whole. And every hundred years there will be a grand council of elders to take stock on how the plan is going. This is a sacred intention, the long-term vision of an elder. In the same way, if we envision the fulfillment of wisdom and compassion in the United States, it becomes clear that the richest nation on earth must provide health care for its children; that the most productive nation on earth must find ways to combine trade with justice; that a creative society must find ways to grow and to protect the environment and plan sustainable development for generations ahead. A nation founded on democracy must bring enfranchisement to all citizens at home and then offer the same spirit of international cooperation and respect globally. We are all in this together.

When we risk being open, vulnerable and honest about our struggles and our joys, the fullness of who we are emerges and connects us to one another at a profound, authentic level. Sharing our stories allows us to take the risk of coming out from behind masks that separate us from one another and from ourselves. Experience has taught me that the pattern of hiding behind masks and disconnecting from authentically engaging in life is at the root of some of our greatest struggles in the times in which we live. We are experiencing an epidemic of loneliness rooted in the destructive powers of judgment, shame, blame and guilt. We are experiencing a culture that is numb to some of the deepest travesties of human history as we sooth ourselves with over-consumption of things, addictive substances and repeated mindless patterns. Too often, we are cut off from the roots of meaning at the core of our being as we strive to survive by fulfilling shallow expectations, rather than allowing ourselves to be nourished by the rich of wisdom and the vision of collaboration that is deep within us. Sharing our stories connects us at the deep level of our profound longing for community, creativity, compassion and acceptance.

Literacy was to be developed in a socially constructed environment so that new ideas and information learned from texts could be shared and spread among one another and those in the community. Members of all ages and experiences with reading would assemble to teach one another. Although individual literacy was valued, these societies were highly collaborative and prompted social responsibility to share knowledge gained from acts of literacy rather than keep education to one’s self. This collaboration for literacy learning built the foundation of the “chain letter of instruction” model, which embodied a shared accountability for knowledge (Fisher, 2004). If one person, for example, acquired knowledge, it was then his or her responsibility to pass it on to others to create a flame-like effect. To keep knowledge to one’s self was seen as a selfish act, and each person therefore was responsible to elevate others through education in the immediate and larger community. This ideal of collectivism is in direct conflict with schools today, as schools are largely grounded in competition and individualism. This is perhaps one major reason why students of color often do not reach their full potential in schools—because schools are in disharmony with their histories and identities.

The University of Windsor, located in Windsor, Ontario, Canada, is a comprehensive public university known for its strong academic programs and vibrant campus life. Established in 1857, it offers over 200 undergraduate and graduate programs across disciplines like engineering, business, law, and social sciences. With a focus on experiential learning, the university emphasizes research, co-op opportunities, and community engagement. Its proximity to Detroit, USA, fosters cross-border collaborations and unique cultural experiences. The diverse student body, representing over 100 countries, enriches the inclusive campus environment. Windsor’s state-of-the-art facilities, including the Centre for Engineering Innovation and the downtown School of Creative Arts, support innovation and creativity. Committed to sustainability and social impact, the University of Windsor prepares students for global leadership while fostering a close-knit, supportive community.，whatsapp：+44 7543 204860：Obtain University of Windsor fake degree online, Where can i get to buy University of Windsor fake certificate?, Buy fake University of Windsor degree, Buy fake University of Windsor diploma, Get University of Windsor fake diploma, How much to buy University of Windsor fake degree?, Fake University of Windsor certificate online

Out of disorder and discontent come leaders who have strong personalities, are anti-elitist, and claim to fight for the common man. They are called populists. Populism is a political and social phenomenon that appeals to ordinary people who feel that their concerns are not being addressed by the elites. It typically develops when there are wealth and opportunity gaps, perceived cultural threats from those with different values both inside and outside the country, and “establishment elites” in positions of power who are not working effectively for most people. Populists come into power when these conditions create anger among ordinary people who want those with political power to be fighters for them. Populists can be of the right or of the left, are much more extreme than moderates, and tend to appeal to the emotions of ordinary people. They are typically confrontational rather than collaborative and exclusive rather than inclusive. This leads to a lot of fighting between populists of the left and populists of the right over irreconcilable differences. The extremity of the revolution that occurs under them varies. For example, in the 1930s, populism of the left took the form of communism and that of the right took the form of fascism while nonviolent revolutionary changes took place in the US and the UK. More recently, in the United States, the election of Donald Trump in 2016 was a move to populism of the right while the popularity of Bernie Sanders, Elizabeth Warren, and Alexandria Ocasio-Cortez reflects the popularity of populism of the left. There are increased political movements toward populism in a number of countries. It could be said that the election of Joe Biden reflects a desire for less extremism and more moderation, though time will tell. Watch populism and polarization as markers. The more that populism and polarization exist, the further along a nation is in Stage 5, and the closer it is to civil war and revolution. In Stage 5, moderates become the minority. In Stage 6, they cease to exist.

Eurêka. Poe attachait une grande importance à cette œuvre, à la fois cosmogonie et poème, qui commence par un discours de la méthode et se termine par une métaphysique. L’influence des idées de Poe, qui se répandent en Europe à partir de 1845, est si considérable, et se fait sentir avec une telle intensité sur certains écrivains (tels que Baudelaire ou Dostoïevski) que l’on peut dire qu’il donne un sens nouveau à la littérature. Poe joignait en lui des éléments de culture assez hétérogènes ; d’une part, élève de l’École polytechnique de Baltimore (où passa aussi Whistler), il avait une formation scientifique ; de l’autre, ses lectures l’avaient mis en contact avec le romantisme allemand des Lumières, et avec tout le XVIIIe siècle français, représenté souvent par des ouvrages oubliés aujourd’hui, tels que conteurs, poètes mineurs, etc. Ne pas négliger chez Poe l’élément cabaliste (de même que chez Goethe), la magie, telle qu’elle devait hanter, en France, l’esprit d’un Nerval, en Allemagne, Hoffmann, et bien d’autres. Enfin, l’influence de la poésie anglaise (Milton, Shelley, etc.). Poe avait lu tout jeune les deux ouvrages les plus répandus de Laplace qui l’avaient beaucoup frappé. Le calcul des probabilités intervient constamment chez lui. Dans Eurêka, il développe l’idée de la nébuleuse (de Kant), que reprendra plus tard Henri Poincaré. Poe introduit dans la littérature l’esprit d’analyse. À ce propos, il convient de répéter que pensée réfléchie et pensée intuitive peuvent et doivent coexister et se coordonner. Le travail littéraire pouvant se décomposer en plusieurs « temps », on doit faire collaborer ces deux états de l’esprit, l’état de veille où la précision, la netteté sont portées à leur point le plus haut, et une autre phase, plus confuse, où peuvent naître spontanément des éléments mélodiques ou poétiques. Du reste, quand un poème est long (cf., dans « La Genèse d’un poème », le passage ayant trait à la « dimension »), ce « bonheur de l’instant » ne saura se soutenir pendant toute sa durée. Il faut donc toujours aller d’une forme de création à l’autre, et elles ne s’opposent pas.

Loth as one is to agree with CP Snow about almost anything, there are two cultures; and this is rather a problem. (Looking at who pass for public men in these days, one suspects there are now three cultures, in fact, as the professional politician appears to possess neither humane learning nor scientific training. They couldn’t possibly commit the manifold and manifest sins against logic that are their stock in trade, were they possessed of either quality.) … Bereft of a liberal education – ‘liberal’ in the true sense: befitting free men and training men to freedom – our Ever So Eminent Scientists nowadays are most of ’em simply technicians. Very skilled ones, commonly, yet technicians nonetheless. And technicians do get things wrong sometimes: a point that need hardly be laboured in the centenary year of the loss of RMS Titanic. Worse far is what the century of totalitarianism just past makes evident: technicians are fatefully and fatally easily led to totalitarian mindsets and totalitarian collaboration. … Aristotle was only the first of many to observe that men do not become dictators to keep warm: that there is a level at which power, influence, is interchangeable with money. Have enough of the one and you don’t want the other; indeed, you will find that you have the other. And of course, in a world of Eminent Scientists who are mere Technicians at heart, pig-ignorant of liberal (in the Classical sense) ideas, ideals, and even instincts, there is exerted upon them a forceful temptation towards totalitarianism – for the good of the rest of us, poor benighted, unwashed laymen as we are. The fact is that, just as original sin, as GKC noted, is the one Christian doctrine that can be confirmed as true by looking at any newspaper, the shading of one’s conclusions to fit one’s pay-packet, grants, politics, and peer pressure is precisely what anyone familiar with public choice economics should expect. And, as [James] Delingpole exhaustively demonstrates, is precisely what has occurred in the ‘Green’ movement and its scientific – or scientistic – auxiliary. They are watermelons: Green without and Red within. (A similar point was made of the SA by Willi Münzenberg, who referred to that shower as beefsteaks, Red within and Brown without.)

The twanging of life Thirteenth part : The essence of the beauty is unity in variety We are only able to contempt and treat people in a bad way, when we forget that the other person belongs to us and to the society as well as we too, when we only forget that in the form of doing the action, there is a strong relationship between the subject and the object so avarice, violence, egoism, sadness and looking at others as pawns of market's chess to get money arise from losing their unity, from forgetting their spirit of cooperation and collaboration and then starting perceiving others in terms of their individual differences. A humanitarian action that isn't intended to be done can make a huge storm of humanity, a single word can give people the feeling of unity, just like every time when a person passes by you and you say for him "السلام عليكم" both of you start to feel like there is a candle within both of you turning into clemency, the more love, the more mercy and the more salaam you show on your face the more light is reflected form that candle, you should start thinking that, greeting the people is proclamations of peace, every time you say "السلام عليكم" to a stranger your heart admits over and over again that we are all united, what I am trying to say is, in your heart's deepest place where the onus of your ego are fallen to pieces and the enigma of your soul is infiltrated, you find the awareness isn't different in any way from what all others may find, the mutuality of Sudanese people is appeared as the sun in the morning but only when our own humanness is surpassed our own dishumanness by accepting that we are all one in the fact that we are all made of diversified differences. We are all equal in the fact that our own society is made by different tribes, we are all the same in the fact that we will never have the same colour, life, thinking, dreams, feelings and luxury, we are united by the reality that Sudan is able to combine all colours, all cultures, all tribes and all of us in the fact that every one believes his tribe and culture are distinguished and individual, we are compatible in the reality that we are all recaptured to this country by the same history, the same conditions of living and the longest river in the world that all of them together give us a light to shine the darkness that covers the sky to allow for us to walk as one hand in the right direction, we don't share the colours but we share the blood, we aren't equal in existence of happiness but we drink River Nile's water that keeps us alive, we are different in existence of tribes but we share the same air that is blended by our breath, so I am you as much as I am me and you are me as much as I am you. Finally swingeing internal ructions and overmuch narcissism of a society devastate the tissue of its unity, not the differences of that society, Lord Robin said that unity begins at home within family is the strength to survive and win the fight of life.

ON JULY 1, 2006, Cory Booker officially took office as the new mayor of Newark. He’d gained fame in the late ’90s as a city councilman who would sleep in a tent at city housing projects, hold hunger strikes and live on food stamps, patrol bad neighborhoods himself and physically confront the dealers holding down their corners. His victory was the first regime change in two decades, and it happened only after six years of near-bloody battling between the young, charismatic, light-skinned, Stanford-Yale-Oxford-educated upstart and the old, grizzled, but equally charismatic incumbent. The tension between Cory Booker and Sharpe James had been national news for most of the ’00s. The 2002 election, which Booker lost, was documented in the Oscar-nominated Streetfight, which between talking head interviews showed intense footage of the predominantly poor, black constituents who ardently supported James’s altercating with the working-class whites and Puerto Ricans who fought for Booker and his eloquent calls for public service and revitalization. The documentary was a near-perfect picture of a specific place and time: the declining city at risk of being left behind, the shoulder-height view of the vast number of problems in play, and the presentation of two equal and opposing paths forward whose backers were split almost definitively along socioeconomic lines. The 2002 election had been beyond combative; a riot nearly broke out when Booker showed up at a street basketball tournament that Sharpe James was already attending, and James called Booker “a Republican who took money from the KKK and the Taliban . . . who’s collaborating with the Jews to take over Newark.” When James—who was constantly being investigated for various alleged corruptions—won the election by a margin of 53 percent to 47 percent, his victory seemed to cement Newark’s representation of “permanent poverty,” a culture of violence and corruption (at least if you subscribed to the New York Times).

CHROs are most effective when they build and maintain an employee experience that aligns with core values, fulfills the need for digital transformation, and secures the collaboration culture against Insider Risk.

Having a leader serve as the “questioner in chief” is fine, but it’s not enough. Today’s companies are often tackling complex challenges that require collaborative, multidisciplinary problem solving. Creative thinking must come from all parts of the company (and from outside the company, too). When a business culture is inquisitive, the questioning, learning, and sharing of information becomes contagious—and gives people permission to explore new ideas across boundaries and silos.

Participative worship is intentionally collaborative and is not guarded, territorial, or defensive. It trusts the creative abilities and resources of the whole in the planning, preparation, and implementation. Consequently, participatory leaders are not threatened when someone else gets their way or gets the credit. Participatory worship is a culture, not a one-time event.

Restorative justice takes situations that otherwise might result in a student being removed from class, and instead presents ways to teach the student how to repair the harm that was done, and continue forward. This method creates an atmosphere of communication and collaboration around student issues.

stunning colleagues”—highly talented people, of diverse backgrounds and perspectives, who are exceptionally creative, accomplish significant amounts of important work, and collaborate effectively.

Hughes has put forward a number of promising policy proposals to remain competitive. These include collaboration between the U.S. private and public sectors to increase competitiveness; fiscal and monetary reform; technological innovation; the creation of a lifelong learning culture;3 and increased U.S. civilian research and development.

failure to cooperate and collaborate with others; lack of suitable tools and support; misguided incentives and rewards; and an organizational culture and work practices that tolerate second

HR is not just about policies and processes; it is about unlocking the potential within individuals and fostering a culture of growth and collaboration.

The modern urban-industrial society is based on a series of radical disconnections between body and soul, husband and wife, marriage and community, community and the earth. At each of these points of disconnection the collaboration of corporation, government, and expert sets up a profit-making enterprise that results in the further dismemberment and impoverishment of the Creation. Together, these disconnections add up to a condition of critical ill health, which we suffer in common -- not just with each other, but with all other creatures. Our economy is based upon this disease. Its aim is to separate us as far as possible from the sources of life (material, social, and spiritual), to put these sources under the control of corporations and specialized professionals, and to see them to us at the highest profit. It fragments the Creation and sets the fragments into conflict with one another. For the relief of the suffering that comes of this fragmentation and conflict, our economy proposes, not health, but vast "cures" that further centralize power and increase profits... Only by restoring the broken connections can we be healed. Connection is health. And what our society does its best to disguise from us is how ordinary, how commonly attainable, health is. We lose our health -- and create profitable diseases and dependencies -- by failing to see the direction connections between living and eating, eating and working, working and loving. In gardening, for instance, one works with the body to feed the body. The work, if it is knowledgeable, makes for excellent food. And it makes one hungry. The work thus makes eating both nourishing and joyful, not consumptive, and keeps the eater from getting fat and weak. This is health, wholeness, a source of delight. And such a solution, unlike the typical industrial solution, does not cause new problems.

On a high-performing team, collaboration and trust work well because all the members are exceptionally skilled both at what they do and at working well with others. For an individual to be deemed excellent she can’t just be amazing at the game; she has to be selfless and put the team before her own ego. She has to know when to pass the ball, how to help her teammates thrive, and recognize that the only way to win is for the team to win together. This is exactly the type of culture we were going for at Netflix.

South Korea’s government and private industry have spent the last quarter-century collaborating to build this pop culture empire, in pursuit of a soft-power strategy that they’ve dubbed “Hallyu,” or the “Korean Wave.

Generations of frontal lobes, working in close collaboration, have created culture, which got us from dug-out canoes, horse-drawn carriages, and letters to jet planes, hybrid cars, and email. They also gave us Noam's lifesaving trampoline.

Generations of frontal lobes, working in close collaboration, have created culture, which got us from dug-out canoes, horse-drawn carriages, and letters to jet planes, hybrid cars, and e-mail. They also gave us Noam's lifesaving trampoline.

About the Bacharach Leadership Group: Training for Pragmatic Leadership™ “Vision without execution is hallucination.”—Thomas Edison The litmus test of pragmatic leadership is results. The Bacharach Leadership Group (BLG) focuses on the skills necessary to lead and move agendas. Whether in corporations, nonprofits, universities, or entrepreneurial start-ups, BLG instructors train leaders in the core competencies necessary to execute change and innovation. At all levels of the organization, leaders must master ideation skills for innovation, political skills for moving change, negotiation skills for building support, coaching skills for engagement, and team leadership skills for going the distance. The BLG approach: 1. ASSESSMENT BLG will assess your organizational challenges and leadership needs. 2. ALIGNMENT BLG will align its training solutions with your organization’s challenges and culture. 3. TRAINING BLG training includes options for mixed-modality delivery, interactive activities, and collaboration with an emphasis on application. 4. OWNERSHIP BLG provides continuous follow-up, access to the exclusive BLG mobile apps library, and coaching. Whether delivering a complete leadership academy or a specific program or workshop, BLG will partner with you to get the results you need. To keep up to date with the BLG perspective, visit blg-lead.com or contact us at info@blg-lead.com.

First, on a multicultural team, you can save time by having as few people in the group work across cultures as possible. For example, if you are building a global team that includes small groups of participants from four countries, choose one or two people from each country—the most internationally experienced of the bunch—to do most of the cross-cultural collaborating. Meanwhile, you can leave the others to work in the local way that is most natural to them. That way, you can have the innovation from the combination of cultures, while avoiding the inefficiency that comes with the clash of cultures. Second, think carefully about your larger objectives before you mix cultures up. If your goal is innovation or creativity, the more cultural diversity the better, as long as the process is managed carefully. But if your goal is simple speed and efficiency, then monocultural is probably better than multicultural. Sometimes, it is simply better to leave Rome to the Romans.

Collaborating with someone you disagree with represents a scientific ideal. When two or more researchers who are pursuing different theories, and who disagree with one another, decide to work together, the results can transform a field. Today many consider Lew the father of the Big Five personality categories. There have been cross-cultural replications in dozens of languages and cultures, including Chinese, German, Hebrew, Japanese, Korean, Portuguese, and Turkish. As you might expect, some minor differences emerge in disparate cultures, but the Big Five remain the best description. The Big Five dimensions are: I. Extraversion II. Agreeableness III. Conscientiousness IV. Emotional Stability versus Neuroticism V. Openness to Experience + Intellect (also called Imagination). Each of these categories includes many dozens of individual traits. As you can see, there has been some controversy around what to call the last one, but don't let that bother you- it is a well-defined dimension that includes a number of traits that cohere in real life.

The making of Night Moves is the story of the collaboration of two artists of starkly different sensibilities – Alan Sharp the hopeless fatalist, Arthur Penn the agitating progressive. Each was just beginning to descend from his peak of cultural relevance.

If you want to be an effective and memorable leader, get comfortable fostering a culture of inclusion, collaboration and creativity.

In his writing about communism’s insidiousness, Miłosz referenced a 1932 novel, Insatiability. In it, Polish writer Stanisław Witkiewicz wrote of a near-future dystopia in which the people were culturally exhausted and had fallen into decadence. A Mongol army from the East threatened to overrun them. As part of the plan to take over the nation, people began turning up in the streets selling “the pill of Murti-Bing,” named after a Mongolian philosopher who found a way to embody his “don’t worry, be happy” philosophy in a tablet. Those who took the Pill of Murti-Bing quit worrying about life, even though things were falling apart around them. When the Eastern army arrived, it surrendered happily, its soldiers relieved to have found deliverance from their internal tension and struggles. Only the peace didn’t last. “But since they could not rid themselves completely of their former personalities,” writes Miłosz, “they became schizophrenics.”7 What do you do when the Pill of Murti-Bing stops working and you find yourself living under a dictatorship of official lies in which anyone who contradicts the party line goes to jail? You become an actor, says Miłosz. You learn the practice of ketman. This is the Persian word for the practice of maintaining an outward appearance of Islamic orthodoxy while inwardly dissenting. Ketman was the strategy everyone who wasn’t a true believer in communism had to adopt to stay out of trouble. It is a form of mental self-defense. What is the difference between ketman and plain old hypocrisy? As Miłosz explains, having to be “on” all the time inevitably changes a person. An actor who inhabits his role around the clock eventually becomes the character he plays. Ketman is worse than hypocrisy, because living by it all the time corrupts your character and ultimately everything in society. Miłosz identified eight different types of ketman under communism. For example, “professional ketman” is when you convince yourself that it’s okay to live a lie in the workplace, because that’s what you have to do to have the freedom to do good work. “Metaphysical ketman” is the deepest form of the strategy, a defense against “total degradation.” It consists of convincing yourself that it really is possible for you to be a loyal opponent of the new regime while working with it. Christians who collaborated with communist regimes were guilty of metaphysical ketman. In fact, says Miłosz, it represents the ultimate victory of the Big Lie over the individual’s soul.

Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

The school operates on a foundation of three core values that are antithetical to the Untruth of Emotional Reasoning: a culture of thinking (ask questions, seek understanding, and practice the habits of good thinking), self-knowledge (practice ongoing self-reflection and self-awareness), and openness and respect (strive for a strong sense of community marked by collaboration, empowerment, and intentional openness and respect for the thinking of others; this is also an antidote to the Untruth of Us Versus Them). You can learn more about cultivating the intellectual virtues and about how to incorporate them in schools at intellectualvirtues.org and in the writings of Jason Baehr, a professor of philosophy at Loyola Marymount University and one of the founders of the Intellectual Virtues Academy.

CREATING A CULTURE OF COLLABORATION

Leadership has an electrifying edge when it comes to shaping culture. Trailblazing leaders carve out the vision, values, and behaviors that guide a group. With unwavering integrity, they ignite trust and foster collaboration, forging a culture that pushes boundaries. These audacious leaders infuse purpose, propelling individuals and cultivating a culture of relentless innovation and unquenchable curiosity.

My inspiration to rest is deep and expansive. I’m inspired by invention and the opportunity to craft something new from scratch. I’m inspired by remixing and being subversive. I am inspired by disruption and tenderness. I am inspired by imagination. I am inspired by grief, mourning, and lament. I believe deeply in vulnerable, generative spaces for healing. I am inspired by rest, daydreaming, and sleep. Our collective rest will not be easy. All of culture is collaborating for us not to rest. I understand this deeply. We are sleep-deprived because the systems view us as machines, but bodies are not machines. Our bodies are a site of liberation. We are divine and our rest is divine. There is synergy, interconnectedness, and deep communal healing within our rest movement. I believe rest, sleep, naps, daydreaming, and slowing down can help us all wake up to see the truth of ourselves. Rest is a healing portal to our deepest selves. Rest is care. Rest is radical.

Effective cross-cultural collaboration can take more time than monocultural collaboration and often needs to be managed more closely. Here are two simple tips that can help you realize the benefits of such collaboration while avoiding the dangers.

This book has shown mankind as torn between two states of being. On one hand are the kinds of attitudes and emotions appropriate to behaviour in the small groups wherein mankind lived for more than a hundred thousand years, wherein known fellows learnt to serve one another, and to pursue common aims. Curiously, these archaic, more primitive attitudes and emotions are now supported by much of rationalism, and by the empiricism, hedonism, and socialism associated with it. On the other hand there is the more recent development in cultural evolution wherein we no longer chiefly serve known fellows or pursue common ends, but where institutions, moral systems, and traditions have evolved that have produced and now keep alive many times more people than existed before the dawn of civilisation, people who are engaged, largely peacefully though competitively, in pursuing thousands of different ends of their own choosing in collaboration with thousands of persons whom they will never know.