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.

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

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.

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.

If You Respect Their Preparation, You never Drop the Baton

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

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.

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.

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

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

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

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.

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

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

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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 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.

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

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 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.

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.

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.)

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

That's one of the reasons why, say, Canada, a very similar country, has a health care system and we don't. In Canada, the unions struggled for health care for the country. In the United States, they struggled for health care for themselves. So if you're an autoworker here in the United States, you had a pretty god health care and pension system. Union workers won health care for themselves in a compact with the corporations. They thought it was a deal. What they couldn't see was that it's a suicide pact. If the corporation decides the compact is over, then it's over. Meanwhile, the rest of the country didn't get health care. So now the United States has a completely dysfunctional health care system, while Canada has one that more or less works. That's a relation of different cultural values and institutional structures in two very similar countries. So yes, the working class did continue to develop and grow here, but with class collaboration, that is, in a compact with the corporations.

There are four big forces that have played a critical role in manipulating and feeding hyper-consumption: the power of persuasion; the buy now, pay later culture; the law of life cycles; and the “just one more” factor.

Company Team Buildingis a tool that can help inside inspiring a team for that satisfaction associated with organizational objectives. Today?azines multi-cultural society calls for working in a harmonious relationship with assorted personas, particularly in global as well as multi-location companies. Business team building events strategies is a way by which team members tend to be met towards the requirements of the firm. They help achieve objectives together instead of working on their particular. Which are the benefits of company team building events? Team building events methods enhance conversation among co-workers. The huge benefits include improved upon morality as well as management skills, capacity to handle difficulties, and much better understanding of work environment. Additional positive aspects would be the improvements inside conversation, concentration, decision making, party problem-solving, and also reducing stress. What are the usual signs that reveal the need for team building? The common signs consist of discord or even hostility between people, elevated competitors organizations between staff, lack of function involvement, poor decision making abilities, lowered efficiency, as well as poor quality associated with customer care. Describe different methods of business team development? Company team development experts as well as person programs on ?working collaboratively? can supply different ways of business team building. An important method of business team building is actually enjoyment routines that want communication between the members. The favored activities are fly-fishing, sailing regattas, highway rallies, snow boarding, interactive workshops, polls, puzzle game titles, and so forth. Each one of these routines would help workers be competitive and hone their own side considering abilities. Just what services are offered by the team building events trainers? The majority of the coaches offer you enjoyable functions, coming from accommodation to be able to dishes and much more. The actual packages include holiday packages, rope courses, on-going business office video games, and also ice-breakers. Coaching fees would depend on location, number of downline, classes, and sophistication periods. Special discounts are available for long-term deals of course, if the quantity of associates will be higher. Name some well-known corporate team development event providers within the U.Utes. Several well-liked companies are Accel-Team, Encounter Based Studying Inc, Performance Supervision Organization, Team development Productions, The education Haven Incorporated, Enterprise Upwards, Group Contractors In addition, and Team development USA.If you want to find out more details, make sure you Clicking Here

A culture of learning in an adult workplace is not just about “training.” A culture of learning is when a community of knowledge workers is empowered and inspired to continually learn and develop as professionals. People learn best by actually doing their work, making mistakes, and collaborating to improve their own practice. It’s an upward spiral: the teachers get better every year as the curriculum gets better, each causing and caused by the other.

Aldus Barnes, a structural engineer by training and member of the Advanced Geometry Unit (AGU) at Arup, has formed many successful collaborations and earned a prominent place for himself in architecture by adopting the language and skills of architects. "Talk in terms of texture and density, instead of torsion and shear. That way they don't think you are just another nerd," Barnes advises the young members of his team.

Friction-Free Economies Why is it necessary to turn to a cultural characteristic like spontaneous sociability to explain the existence of large-scale corporations in an economy, or prosperity more generally? Wasn’t the modern system of contract and commercial law invented precisely to get around the need for business associates to trust one another as family members do? Advanced industrialized societies have created comprehensive legal frameworks for economic organization and a wide variety of juridical forms, from individual proprietorships to large, publicly traded multinational enterprises. Most economists would add rational individual self-interest to this stew to explain how modern organizations arise. Don’t businesses based on strong family ties and unstated moral obligations degenerate into nepotism, cronyism, and generally bad business decision making? Indeed, isn’t the very essence of modern economic life the replacement of informal moral obligations with formal, transparent legal ones?1 The answer to these questions is that although property rights and other modern economic institutions were necessary for the creation of modern businesses, we are often unaware that the latter rest on a bedrock of social and cultural habits that are too often taken for granted. Modern institutions are a necessary but not a sufficient condition for modern prosperity and the social well-being that it undergirds; they have to be combined with certain traditional social and ethical habits if they are to work properly. Contracts allow strangers with no basis for trust to work with one another, but the process works far more efficiently when the trust exists. Legal forms like joint-stock companies may allow unrelated people to collaborate, but how easily they do so depends on their cooperativeness when dealing with nonkin.

Martin explains that working with architects in the Arup SoundLab has led to improved collaborations: 'We can relate to architects much better. If we are brought on board at the ideal time, which is if we are brought on board at concept, we can sit with the architect and say...this is what you have to work with. They can hear and they can understand it. Then from their first ideas and concepts they are much more willing to work with us when we talk to them about shape and form.

Martin's distinction between the approach to acoustics characterized by the Sabine formula and his own approach, using the Arup SoundLab, recalls the sociologist Max Weber's distinction between the ethics of the scientist and those of the politician. Weber explains the vocation of science as the pursuit of clarity. Scientists follow an "ethic of ultimate ends," in which the ends justify the means. "The believer in an ethic of ultimate ends feels responsibility only for seeing to it that the flame of pure intentions is not squelched." Weber contrasts this with the politician's "ethic of responsibility." For Weber, being a politician means giving priority to the legitimacy of the means over the end. In their shift from the optimization of reverberation time to the pursuit of a consensus in the Arup SoundLab, acousticians have traded the ethics of the scientist for those of the politician. By focusing on a collaborative means of examining architectural acoustics, Martin and his colleagues have created a place for themselves as engaged co-designers rather than objective scientists.

A Hard Left For High-School History The College Board version of our national story BY STANLEY KURTZ | 1215 words AT the height of the “culture wars” of the late 1980s and early 1990s, conservatives were alive to the dangers of a leftist takeover of American higher education. Today, with the coup all but complete, conservatives take the loss of the academy for granted and largely ignore it. Meanwhile, America’s college-educated Millennial generation drifts ever farther leftward. Now, however, an ambitious attempt to force a leftist tilt onto high-school U.S.-history courses has the potential to shake conservatives out of their lethargy, pulling them back into the education wars, perhaps to retake some lost ground. The College Board, the private company that develops the SAT and Advanced Placement (AP) exams, recently ignited a firestorm by releasing, with little public notice, a lengthy, highly directive, and radically revisionist “framework” for teaching AP U.S. history. The new framework replaces brief guidelines that once allowed states, school districts, and teachers to present U.S. history as they saw fit. The College Board has promised to generate detailed guidelines for the entire range of AP courses (including government and politics, world history, and European history), and in doing so it has effectively set itself up as a national school board. Dictating curricula for its AP courses allows the College Board to circumvent state standards, virtually nationalizing America’s high schools, in violation of cherished principles of local control. Unchecked, this will result in a high-school curriculum every bit as biased and politicized as the curriculum now dominant in America’s colleges. Not coincidentally, David Coleman, the new head of the College Board, is also the architect of the Common Core, another effort to effectively nationalize American K–12 education, focusing on English and math skills. As president of the College Board, Coleman has found a way to take control of history, social studies, and civics as well, pushing them far to the left without exposing himself to direct public accountability. Although the College Board has steadfastly denied that its new AP U.S. history (APUSH) guidelines are politically biased, the intellectual background of the effort indicates otherwise. The early stages of the APUSH redesign overlapped with a collaborative venture between the College Board and the Organization of American Historians to rework U.S.-history survey courses along “internationalist” lines. The goal was to undercut anything that smacked of American exceptionalism, the notion that, as a nation uniquely constituted around principles of liberty and equality, America stands as a model of self-government for the world. Accordingly, the College Board’s new framework for AP U.S. history eliminates the traditional emphasis on Puritan leader John Winthrop’s “City upon a Hill” sermon and its echoes in American history. The Founding itself is demoted and dissolved within a broader focus on transcontinental developments, chiefly the birth of an exploitative international capitalism grounded in the slave trade. The Founders’ commitment to republican principles is dismissed as evidence of a benighted belief in European cultural superiority. Thomas Bender, the NYU historian who leads the Organization of American Historians’ effort to globalize and denationalize American history, collaborated with the high-school and college teachers who eventually came to lead the College Board’s APUSH redesign effort. Bender frames his movement as a counterpoint to the exceptionalist perspective that dominated American foreign policy during the George W. Bush ad ministration. Bender also openly hopes that students exposed to his approach will sympathize with Supreme Court justice Ruth Bader Ginsburg’s willingness to use foreign law to interpret the U.S. Constitution rather than with Justice Antonin Scalia�

It might be said that much work in cultural studies tends to center on an analysis of individuals as part of such larger social groups, especially race, class, and gender. Yet it might be beneficial to reconsider our scales of analysis in the process of doing ethnographic research by thinking in terms of relatively small social networks.

While Xers saw independence as strength, Millennials see collaboration as power. In fact, our research tells us Millennials decide if they’re staying in a new culture based on whether or not they feel connected.

at Pixar, Steve couldn’t shape the culture. He wasn’t the founder, and even as owner, he could not change the company to reflect his image and sensibilities. It already had a culture. It already had a leader. Its cohesive and collaborative team knew exactly what it wanted to do.

Only non-involvement and the ability to remain extraneous, to refuse any identification with one’s job and with one’s working condition, only a radical rejection of the ethics of responsibility, might offer workers the possibility of navigating a way out from this productivity blackmail. Unfortunately, the ethics of responsibility, the phoney discourse on participation and collaboration, are prevailing in today’s political and cultural life. We invest our psychic energies and our expectations into work because our intellectual and affective life is poor, because we are depressed, anxious and insecure. So we are trapped. The industrial worker who was obliged to repeat the same gesture a thousand times every day had no reason to identify with her work – so she invested her psychological energies into solidarity with colleagues, and her mind was free to hate the assembly line, and to entertain thoughts that had nothing to do with her daily slavery. Conversely, cognitive workers have been lured into the trap of creativity: their expectations are submitted to the productivity blackmail because they are obliged to identify their soul (the linguistic and emotional core of their activity) with their work. Social conflicts and dissatisfaction are perceived as psychological failures whose effect is the destruction of self-esteem.

contributing to Wikipedia, to adults exchanging information about travel, restaurants, or housing via collaborative sites, learning is happening online, all the time, and in numbers far outstripping actual registrants in actual schools. What's more, they challenge our traditional institutions on almost every level: hierarchy of teacher and student, credentialing, ranking, disciplinary divides, segregation of "high" versus "low" culture, restriction of admission to those considered worthy of admission, and so forth. We would by no means argue that access to these Internet sites is equal and open worldwide (given the necessity of bandwidth and other infrastructure far from universally available as well as issues of censorship in specific countries). But there is certainly a

Over the past few months, we have introduced a number of great benefits and tools to make us more productive, efficient and fun. With the introduction of initiatives like FYI, Goals and PB&J, we want everyone to participate in our culture and contribute to the positive momentum. From Sunnyvale to Santa Monica, Bangalore to Beijing—I think we can all feel the energy and buzz in our offices. To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side. That is why it is critical that we are all present in our offices. Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings. Speed and quality are often sacrificed when we work from home. We need to be one Yahoo, and that starts with physically being together. Beginning in June, we’re asking all employees with work-from-home arrangements to work in Yahoo offices. If this impacts you, your management has already been in touch with next steps. And, for the rest of us who occasionally have to stay home for the cable guy, please use your best judgment in the spirit of collaboration. Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices. Thanks to all of you, we’ve already made remarkable progress as a company—and the best is yet to come. Jackie

Table 1: USA Foreign Policy and Actions — Choices, Options, and Alternatives Assassinations, death squads, and drones Bounties for info/capture Bribery, blackmail, and entrapment Celebration of national “morality” and necessity of torture Collaboration/contracts with universities, scientists, professional organizations Contingent “humanitarian” aid Contingent foreign aid Control UN via vetoes Control IMF and World Bank Cooperate with foreign nations (e.g., military, intelligence) Development of domestic crowd controls (e.g., militarization of police) Diplomacy Drug wars and corruptions Disproportionate support of “allies” and enemification of others Establishment of military bases (more than 900 known foreign bases) Exportation of popular American culture Foreign student/faculty/consultant exchanges Fund development of disguised/pseudo-organizations

provide them with experiences to grow by collaborating, creating a culture of positive failure, and allowing them the freedom to research and pursue what is important to them.

Despite their passionate critiques of intellectual property and devotion to collaboration and “social production,” technology gurus never raise the possibility that the platforms through which we access and share culture should belong to people whose participation makes them valuable.

WHAT IS IT? The one-firm firm approach is not simply a loose term to describe a "culture." It refers to a set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. In 1985, the elements of the one-firm firm approach were given as: •Highly selective recruitment •A "grow your own" people strategy as opposed to heavy use of laterals, growing only as fast as people could be devel-1 oped and assimilated •Intensive use of training as a socialization process •Rejection of a "star system" and related individualistic behavior •Avoidance of mergers, in order to sustain the collaborative culture A set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. • Selective choice of services and markets, so as to win through significant investments in focused areas rather than many small initiatives •Active outplacement and alumni management, so that those who leave remain loyal to the firm •Compensation based mostly on group performance, not individual performance •High investments in research and development •Extensive intra-firm communication, with broad use of consensus-building approaches The one-firm firm approach is similar in many ways to the U. S. Marine Corps (in which Jack Walker served). Both are designed to achieve the highest levels of internal collaboration and encourage mutual commitment to pursuing ambitious goals.

If you are not drawing fire from both Pharisees and Sadducees, you are probably saying something other than what Jesus said. And if your message is not drawing both tax collectors (Roman collaborators) and zealots (anti-Roman insurrectionists) to repentance, you are probably speaking with a different voice than does he. Jesus wasn’t inconsistent. He saw the Roman Empire, despite all its pretensions to preeminence both in its own mind and in the mind of its opponents, as a temporary obstacle, not the defining point of his agenda. We stand and we speak, with reconciliation in view. We see, therefore, even our most passionate critic not as an argument to be vaporized but as a neighbor to be evangelized. This doesn’t mean that we back down one iota from the truth. But we proclaim the whole gospel of truth and grace, never backing down from either. That means taking seriously the arguments of our opponents, not merely caricatures of those arguments.

The year 2006 turned out to be the apex of user euphoria when Time magazine selected “You” as the Person of the Year, trumpeting the world-changing potential of connected users: “It’s a story about community and collaboration … about the many wresting power from the few and helping one another for nothing and how that will not only change the world, but also change the way the world changes.

Why does The Holocaust persist in haunting our conscience? Why does it dominate the introspection of philosophers and historians alike? By the numbers alone, the murders were not unprecedented. At that juncture of 20th Century history, Stalin and Lenin had already brutally murdered tens of millions. The Holocaust fascinates not because of its numbers, but because of the means employed. At no point in time had an entire society dedicated its full might to the perpetual elimination of those unwanted elements of the population. Every aspect of Hitler’s National Socialism was geared towards cleansing and improving the breeding stock of Germania. Hitler’s National Socialist government was focused on the breeding, education, and training of a “master race.” The social, cultural, legislative, and industrial mechanisms of Hitler’s National Socialism were designed to perpetually “select” its populace. The central planners of National Socialism would “select” those that would live, those that would die, and those that would be sterilized slave labor. National Socialism was intended to have the “total” control to decide who would be allowed to procreate, and as a result, those that would be allowed to contribute to Hitler’s ideal society.

By the twentieth century, only a few self-isolated sects practiced the collaborative tradition. Blame it on wars that killed millions, the atomic bomb, Freud, or any combination of factors you choose—there’s no shortage of reasons. The result is that most of us grew up in a culture that applauded only individual achievement. We are, each of us, generals in an ego-driven “army of one,” each the center of an absurd cosmos, taking such happiness as we can find. Collaboration? Why bother? You only live once; grab whatever you can. But

Collaboration is different. In collaboration cultures people understand that even though everyone gets a voice, not everyone gets to decide. People are able to air their opinions, argue passionately for how they believe things should be done, and try to negotiate compromises. But it certainly doesn’t mean that everyone has to agree with every decision.

First, a school with a strong, shared sense of mission is more likely to initiate improvement efforts. Second, norms of collegiality are related to collaborative planning and effective decision making. Third, cultures with a strong dedication to improvement are more likely to implement complex new instructional strategies. Finally, schools improve best when small successes are recognized and celebrated through shared ceremonies commemorating both individual and group contributions (Louis, 1994; Fullan, 1998; Abplanalp, 2008).

Innovation is the result of a corporate culture of collaboration and sharing. In

The state is painted largely as a source of problematic authority, while private enterprise is given a free pass; democracy, fuzzily defined, is attained through “sharing,” “collaboration,” “innovation,” and “disruption.

As I saw it, our mandate was to foster a culture that would seek to keep our sightlines clear, even as we accepted that we were often trying to engage with and fix what we could not see. My hope was to make this culture so vigorous that it would survive when Pixar’s founding members were long gone, enabling the company to continue producing original films that made money, yes, but also contributed positively to the world. That sounds like a lofty goal, but it was there for all of us from the beginning. We were blessed with a remarkable group of employees who valued change, risk, and the unknown and who wanted to rethink how we create. How could we enable the talents of these people, keep them happy, and not let the inevitable complexities that come with any collaborative endeavor undo us along the way? That was the job I assigned myself—and the one that still animates me to this day.

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. What’s more, none of the other principles can work unless you have ensured this first dot is in place.

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

There have been three major slave revolts in human history. The first, led by the Thracian gladiator Spartacus against the Romans, occurred in 73 BC. The third was in the 1790s when the great black revolutionary Touissant L'Ouverture and his slave army wrested control of Santo Domingo from the French, only to be defeated by Napoleon in 1802. But the second fell halfway between these two, in the middle of the 9th century AD, and is less documented than either. We do know that the insurgents were black; that the Muslim 'Abbasid caliphs of Iraq had brought them from East Africa to work, in the thousands, in the salt marshes of the delta of the Tigris. These black rebels beat back the Arabs for nearly ten years. Like the escaped maroons in Brazil centuries later, they set up their own strongholds in the marshland. They seemed unconquerable and they were not, in fact, crushed by the Muslims until 883. They were known as the Zanj, and they bequeathed their name to the island of Zanzibar in the East Africa - which, by no coincidence, would become and remain the market center for slaves in the Arab world until the last quarter of the 19th century. The revolt of the Zanj eleven hundred years ago should remind us of the utter falsity of the now fashionable line of argument which tries to suggest that the enslavement of African blacks was the invention of European whites. It is true that slavery had been written into the basis of the classical world; Periclean Athens was a slave state, and so was Augustan Rome. Most of their slaves were Caucasian whites, and "In antiquity, bondage had nothing to do with physiognomy or skin color". The word "slave" meant a person of Slavic origin. By the 13th century it spread to other Caucasian peoples subjugated by armies from central Asia: Russians, Georgians, Circassians, Albanians, Armenians, all of whom found ready buyers from Venice to Sicily to Barcelona, and throughout the Muslim world. But the African slave trade as such, the black traffic, was a Muslim invention, developed by Arab traders with the enthusiastic collaboration of black African ones, institutionalized with the most unrelenting brutality centuries before the white man appeared on the African continent, and continuing long after the slave market in North America was finally crushed. Historically, this traffic between the Mediterranean and sub-Saharan Africa begins with the very civilization that Afrocentrists are so anxious to claim as black - ancient Egypt. African slavery was well in force long before that: but by the first millennium BC Pharaoh Rameses II boasts of providing the temples with more than 100,000 slaves, and indeed it is inconceivable that the monumental culture of Egypt could have been raised outside a slave economy. For the next two thousand years the basic economies of sub-Saharan Africa would be tied into the catching, use and sale of slaves. The sculptures of medieval life show slaves bound and gagged for sacrifice, and the first Portuguese explorers of Africa around 1480 found a large slave trade set up from the Congo to Benin. There were large slave plantations in the Mali empire in the 13th-14th centuries and every abuse and cruelty visited on slaves in the antebellum South, including the practice of breeding children for sale like cattle, was practised by the black rulers of those towns which the Afrocentrists now hold up as sanitized examples of high civilization, such as Timbuktu and Songhay.

America is addicted to hurting black people. America is addicted to watching itself hurt black people. The internet didn’t invent this kind of spectacle, nor is it the source of the disease, but rather collaborates with the country’s disregard for the black lives without which it wouldn’t exist. Black people taught the internet how to go viral. But when virality became enterprise, black people were seldom to be found.

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.

We think that research into willpower and self-control is psychology’s best hope for contributing to human welfare. Willpower lets us change ourselves and our society in small and large ways. As Charles Darwin wrote in The Descent of Man, “The highest possible stage in moral culture is when we recognize that we ought to control our thoughts.” The Victorian notion of willpower would later fall out of favor, with some twentieth-century psychologists and philosophers doubting it even existed. Baumeister himself started out as something of a skeptic. But then he observed willpower in the laboratory: how it gives people the strength to persevere, how they lose self-control as their willpower is depleted, how this mental energy is fueled by the glucose in the body’s bloodstream. He and his collaborators discovered that willpower, like a muscle, becomes fatigued from overuse but can also be strengthened over the long term through exercise. Since Baumeister’s experiments first demonstrated the existence of willpower, it has become one of the most intensively studied topics

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).

Limitless Leaders focus on 1. Consciously Constructive development of their people's ADAPTAGILITY capacity... to thrive in uncertainty, ever-changing, challenging, complexities, AND opportunities 2. Teamworking, connection, communication trust and collaboration 3. Limitless Leadership skills and mindsets on ALL levels of the organisation 4. A High Performance Culture, context and climate, that unleashes and engages fullest potentials and possibilities.

Purpose and culture are a bit like fraternal twins. If the concept of purpose is solid and balanced—if the organization also portrays an open and collaborative culture—stakeholders ought to see improved results.