Collaborative Relationship Quotes

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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.
John Kuypers (Who's The Driver Anyway? Making the Shift to a Collaborative Team Culture)
When you invite people to share in your miracle, you create future allies during rough weather.
Shannon L. Alder
People are more likely to remember the great social interaction they had with a colleague than the great meeting they both attended.
Ron Garan (The Orbital Perspective: Lessons in Seeing the Big Picture from a Journey of 71 Million Miles)
I laughed to myself although there was no one there to see me. I loved when he was available to me like this, when our relationship was like a Word document that we were writing and editing together, or a long private joke that nobody else could understand. I liked to feel that he was my collaborator. I liked to think of him waking up at night and thinking of me.
Sally Rooney (Conversations with Friends)
After mutual respect and understanding are achieved, it is possible to establish real, sincere relationships, which is the foundation of a solid long-term collaboration.
Ron Garan (The Orbital Perspective: Lessons in Seeing the Big Picture from a Journey of 71 Million Miles)
A worthy relationship is an agreement that challenges and supports both participants.
Joseph Rain (The Unfinished Book About Who We Are)
When we aren't curious in conversations we judge, tell, blame and even shame, often without even knowing it, which leads to conflict." -The Power Of Curiosity: How To Have Real Conversations That Create Collaboration, Innovation and Understanding
Kirsten Siggins (The Power of Curiosity: How to Have Real Conversations That Create Collaboration, Innovation and Understanding)
Effective listening is the single most powerful thing you can do to build and maintain a climate of trust and collaboration. Strong listening skills are the foundation for all solid relationships.
Michelle Tillis Lederman (The 11 Laws of Likability: Relationship Networking . . . Because People Do Business with People They Like)
Money is like water. It can be a conduit for commitment, a currency of love. Money moving in the direction of our highest commitments nourishes our world and ourselves. What you appreciate appreciates. When you make a difference with what you have, it expands. Collaboration creates prosperity. True abundance flows from enough; never from more. Money carries our intention. If we use it with integrity, then it carries integrity forward. Know the flow—take responsibility for the way your money moves in the world. Let your soul inform your money and your money express your soul. Access your assets—not only money but also your own character and capabilities, your relationships and other nonmoney resources. We
Lynne Twist (The Soul of Money: Transforming Your Relationship with Money and Life)
I loved when he was available to me like this, when our relationship was like a Word document wich we were writing and editing together, or a long private joke which nobody else could understand. I liked to feel that he was my collaborator.
Sally Rooney (Conversations with Friends)
Treat every connection, communication and collaboration as part of a continuous relationship.
Kim Chandler McDonald (Flat World Navigation: Collaboration and Networking in the Global Digital Economy)
The problem with enemyfying is not that we never have enemies: we often face people and situations that present us with difficulties and dangers. Moreover, any effort we make to effect change in the world will create discomfort, resistance, and opposition. The real problem with enemyfying is that it distracts and unbalances us. We cannot avoid others whom we find challenging, so we need to focus simply on deciding, given these challenges, what we ourselves will do next.
Adam Kahane (Collaborating with the Enemy: How to Work with People You Don't Agree with or Like or Trust)
The term ‘mycorrhiza’ is made from the Greek words for ‘fungus’ and ‘root’. It is itself a collaboration or entanglement; and as such a reminder of how language has its own sunken system of roots and hyphae, through which meaning is shared and traded. The relationship between mycorrhizal fungi and the plants they connect is ancient – around 450 million years old – and largely one of mutualism. In the case of the tree–fungi mutualism, the fungi siphon off carbon that has been produced in the form of glucose by the trees during photosynthesis, by means of chlorophyll that the fungi do not possess. In turn, the trees obtain nutrients such as phosphorus and nitrogen that the fungi have acquired from the soil through which they grow, by means of enzymes that the trees lack.
Robert Macfarlane (Underland: A Deep Time Journey)
I loved when he was available to me like this, when our relationship was like a Word document which we were writing and editing together, or a long private joke which nobody else could understand. I liked to feel that he was my collaborator. I liked to think of him waking up at night and thinking of me.
Sally Rooney (Conversations with Friends)
The hope is that here, as in other respects, the reader is invited into a critical and collaborative venture, seeing what Dante sees and constructing along with him (as he himself asks his reader to do, for instance, in Paradiso 13: 1–18) the relationships that define us humans in our own participation in existence.
Dante Alighieri (The Divine Comedy: Inferno, Purgatorio, Paradiso)
The Transforming Self is different from the Authoring Self in that rather than being individualistic and competitive, it is more relational and collaborative. When at this higher level, you engage in collaborative relationships for the sake of transformation. All parties have their own perspectives, beliefs, and agendas. Yet they come together for the purpose of having their own views, and even their own identities and sense of self expand. The whole becomes new and greater than the sum of all parts.
Dan Sullivan (Who Not How: The Formula to Achieve Bigger Goals Through Accelerating Teamwork)
For humans,” says psychologist Ed Tronick of the University of Massachusetts, “the maintenance of [emotional balance] is a dyadic collaborative process.” In other words, we are designed to deal with emotion in concert with another person—not by ourselves.
Sue Johnson (Love Sense: The Revolutionary New Science of Romantic Relationships (The Dr. Sue Johnson Collection Book 2))
It is no wonder than narcissists – both men and women – are chauvinistic and conservative. They depend to such an extent on the opinions of people around them that, with time, they are transformed into ultra-sensitive seismographs of public opinion, barometers of prevailing fads and fashions, and guardians of conformity. The narcissist cannot afford to seriously alienate his "constituency", those people who reflect his False Self back to him. The very functioning of the narcissist's ego depends on the goodwill and the collaboration of his human environment.
Sam Vaknin (Narcissistic Abuse and Narcissism FAQs: Frequently Asked Questions about Narcissists, Psychopaths, and Abuse in Relationships)
No man is an island.” While we may cherish the myth of the lonely creative genius, it is just that—a myth. In truth, no individual (or idea) can flourish in a vacuum. Relationships, camaraderie, and collaboration are the lifeblood of our personal well-being and our professional success.
Jocelyn K. Glei (Maximize Your Potential: Grow Your Expertise, Take Bold Risks & Build an Incredible Career (99U Book 2))
Fungi are veteran survivors of ecological disruption. Their ability to cling on—and often flourish—through periods of catastrophic change is one of their defining characteristics. They are inventive, flexible, and collaborative. With much of life on Earth threatened by human activity, are there ways we can partner with fungi to help us adapt? These may sound like the delirious musings of someone buried up to their neck in decomposing wood chips, but a growing number of radical mycologists think exactly this. Many symbioses have formed in times of crisis. The algal partner in a lichen can’t make a living on bare rock without striking up a relationship with a fungus. Might it be that we can’t adjust to life on a damaged planet without cultivating new fungal relationships
Merlin Sheldrake (Entangled Life: How Fungi Make Our Worlds, Change Our Minds & Shape Our Futures)
As the poet John Donne wrote, “No man is an island.” While we may cherish the myth of the lonely creative genius, it is just that—a myth. In truth, no individual (or idea) can flourish in a vacuum. Relationships, camaraderie, and collaboration are the lifeblood of our personal well-being and our professional success.
Jocelyn K. Glei (Maximize Your Potential: Grow Your Expertise, Take Bold Risks & Build an Incredible Career (99U Book 2))
The key insight behind Radical Candor is that command and control can hinder innovation and harm a team’s ability to improve the efficiency of routine work. Bosses and companies get better results when they voluntarily lay down unilateral power and encourage their teams and peers to hold them accountable, when they quit trying to control employees and focus instead on encouraging agency. The idea is that collaboration and innovation flourish when human relationships replace bullying and bureaucracy.
Kim Malone Scott (Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity)
Learning is best achieved through relationships—having the right conversations with the right people in the right context—and collaborative action.
Keith Ferrazzi (Never Eat Alone: And Other Secrets to Success, One Relationship at a Time)
When we aren't curious in conversations we judge, tell, blame and even shame, often without even knowing it, which leads to conflict.
Kirsten Siggins (The Power of Curiosity: How to Have Real Conversations That Create Collaboration, Innovation and Understanding)
she was only fascinated under neptune increasingly outside my reach at night.
Ben Ditmars (Moments at Midnight: A Poetry Collaboration)
Let’s look at selling a car, because if any industry seems to offend in collaboration, it’s the car-selling industry.
Fernando Flores (Conversations For Action and Collected Essays: Instilling a Culture of Commitment in Working Relationships)
When a leader nurtures an environment of trust, respect, and honesty—business soars, creativity and problem-solving are inspired, and collaboration enables people get more done in less time.
Susan C. Young (The Art of Connection: 8 Ways to Enrich Rapport & Kinship for Positive Impact (The Art of First Impressions for Positive Impact, #6))
I want to emphasize how important it is to maintain a collaborative relationship even when you’re setting boundaries. Your response must always be expressed in the form of strong, yet empathic, limit-setting boundaries—that is, tough love—not as hatred or violence. Anger and other strong emotions can on rare occasions be effective. But only as calculated acts, never a personal attack.
Chris Voss (Never Split the Difference: Negotiating As If Your Life Depended On It)
The way forward, I’m suggesting, is not to stop collaborating face-to-face, but to refine the way we do it. For one thing, we should actively seek out symbiotic introvert-extrovert relationships, in which leadership and other tasks are divided according to people’s natural strengths and temperaments. The most effective teams are composed of a healthy mix of introverts and extroverts, studies show, and so are many leadership structures.
Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
The academic literature describes marshals who “‘police’ other demonstrators,” and who have a “collaborative relationship” with the authorities. This is essentially a strategy of co-optation. The police enlist the protest organizers to control the demonstrators, putting the organization at least partly in the service of the state and intensifying the function of control. (...) Police/protestor cooperation required a fundamental adjustment in the attitude of the authorities. The Negotiated Management approach demanded the institutionalization of protest. Demonstrations had to be granted some degree of legitimacy so they could be carefully managed rather than simply shoved about. This approach de-emphasized the radical or antagonistic aspects of protest in favor of a routinized and collaborative approach. Naturally such a relationship brought with it some fairly tight constraints as to the kinds of protest activity available. Rallies, marches, polite picketing, symbolic civil disobedience actions, and even legal direct action — such as strikes or boycotts — were likely to be acceptable, within certain limits. Violence, obviously, would not be tolerated. Neither would property destruction. Nor would any of the variety of tactics that had been developed to close businesses, prevent logging, disrupt government meetings, or otherwise interfere with the operation of some part of society. That is to say, picketing may be fine, barricades are not. Rallies were in, riots were out. Taking to the streets — under certain circumstances — may be acceptable; taking over the factories was not. The danger, for activists, is that they might permanently limit themselves to tactics that were predictable, non-disruptive, and ultimately ineffective.
Kristian Williams (Our Enemies in Blue: Police and Power in America)
Success is never created in a vacuum, so I try to operate with a sense of compassion and gratitude for everyone who has their hand in the work that makes me successful. It’s a collaborative process, and I never forget that.
Cody Rigsby (XOXO, Cody: An Opinionated Homosexual's Guide to Self-Love, Relationships, and Tactful Pettiness)
When brilliant minds collide, they’re ordained for greatness. When they form relationships with people they wouldn’t have met, it opens up more connections with people who might collaborate on research projects that will change the world.
Colin Webb
Therapy requires a collaborative working relationship in which both partners act on the basis of their implicit confidence in the value and efficacy of persuasion rather than coercion, ideas rather than force, mutuality rather than authoritarian control.
Judith Lewis Herman (Trauma and Recovery: The Aftermath of Violence - From Domestic Abuse to Political Terror)
[P]sychiatric treatments should be directed toward the correction of interpersonal distortions, thus enabling the individual to lead a more abundant life, to participate collaboratively with others, to obtain interpersonal satisfactions in the context of realistic, mutually satisfying interpersonal relationships[.]
Irvin D. Yalom (The Theory and Practice of Group Psychotherapy)
How does Kiran Mazumdar-Shaw choose one idea over another? She asks herself seven questions. Do I have a basic understanding of the area? Do I know something about what is happening in the larger space of that idea? How will I build differentiation, particularly if the idea is a common product? How do I make it affordable and at the same time, deliver high value? Wherever there is a collaborator involved in the ideation process, how do I create larger leverage through the relationship beyond just that one idea? Do I know upfront who will be a paying customer and how I will go about marketing my idea? Finally, do I have conviction about the idea?
Subroto Bagchi (THE HIGH PERFORMANCE ENTREPENEUR)
Making someone “feel felt” simply means putting yourself in the other person’s shoes. When you succeed, you can change the dynamics of a relationship in a heartbeat. At that instant, instead of trying to get the better of each other, you “get” each other and that breakthrough can lead to cooperation, collaboration, and effective communication.
Mark Goulston (Just Listen: Discover the Secret to Getting Through to Absolutely Anyone)
She could do nothing. Djuna’s words illuminated her chaos, but changed nothing. What was it Djuna said: that life tended to crystallize into patterns which became traps and webs. That people tended to see each other in their first “state” or “form” and to adopt a rhythm in consequence. That they had greatest difficulty in seeing the transformations of the loved one, in seeing the becoming. If they did finally perceive the new self, they had the greatest difficulty nevertheless in changing the rhythm. The strong one was condemned to perpetual strength, the weak to perpetual weakness. The one who loved you best condemned you to a static role because he had adapted his being to the past self. If you attempted to change, warned Djuna, you would find a subtle, perverse opposition, and perhaps sabotage! Inwardly and outwardly, a pattern was a form which became a prison. And then we had to smash it. Mutation was difficult. Attempts at evasion were frequent, blind evasions, evasions from dead relips, false relationships, false roles, and sometimes from the deeper self too, because of the great obstacle one encountered in affirming it. All our emotional history was that of the spider and the fly, with the added tragedy that the fly here collaborated in the weaving of the web. Crimes were frequent. People in desperation turned about and destroyed each other. No one could detect the cause or catch the criminal. There was no visible victim. It always had the appearance of suicide.
Anaïs Nin (Ladders to Fire (Cities of the Interior #1))
But lately she had been starting to experience strong, inarticulate feelings of longing, of a desire to be with Joe all the time, to inhabit his life and allow him to inhabit hers, to engage with him in some kind of joint enterprise, in a collaboration that would be their lives. She didn't suppose they needed to get married to do that, and she knew that she certainly ought not to want to.
Michael Chabon (The Amazing Adventures of Kavalier & Clay)
We need better cooperation between generations. A number of the old guard believe their relationships with those following in their footsteps is more collaborative than it actually is. Those next in line sometimes feel as if their elders are more interested in being paternal than being partners. Moving forward together will require leaders to subjugate their egos. They'll need to find at least one common interest that allows both generations to bring their strengths to the table.
Ed Gordon (Conversations in Black: On Power, Politics, and Leadership)
Money is like water. It can be a conduit for commitment, a currency of love. Money moving in the direction of our highest commitments nourishes our world and ourselves. What you appreciate appreciates. When you make a difference with what you have, it expands. Collaboration creates prosperity. True abundance flows from enough; never from more. Money carries our intention. If we use it with integrity, then it carries integrity forward. Know the flow—take responsibility for the way your money moves in the world. Let your soul inform your money and your money express your soul. Access your assets—not only money but also your own character and capabilities, your relationships and other nonmoney resources. We each have the power to shift, change, and create the conversation that shapes our circumstances. The levers and dials of conversation are ours to use. When we listen, speak, and respond from the context of sufficiency, we access a new freedom and power in our relationship with money and life.
Lynne Twist (The Soul of Money: Transforming Your Relationship with Money and Life)
The wu-forms that we find throughout the text all advocate a personal disposition that seeks to optimize relationships through collaborative actions that, in the absence of coercion, enable one to make the most of any situation. It is the uniqueness of each situation that requires any generalization about this optimal disposition to be stated in negative terms. A voice coach can describe the constraints that students in general might have to overcome in achieving the fullness of their talent, but all of the students must sing their own unique songs.
Lao Tzu (Dao De Jing: A Philosophical Translation)
His definition of “I love you” and your definition are likely completely different. It's an “I love you” crisis. The real challenge is not the words, or whether the other person means them, but rather being clear on your definition, your expectation, and ultimately how you want to be treated. Think about how you feel in this relationship, the quality of your communication and collaboration, and your partner’s behavior. Pay attention to the other person’s actions and regard. Saying “I love you” is easy; being present and engaged in a relationship is a different matter.
Ramani Durvasula (Should I Stay or Should I Go?: Surviving a Relationship with a Narcissist)
you repair any breach in the relationship as quickly as possible. You want to restore a collaborative, nurturing connection with your child. Ruptures without repair leave both parent and child feeling disconnected. And if that disconnection is prolonged—and especially if it’s associated with your anger, hostility, or rage—then toxic shame and humiliation can grow in the child, damaging her emerging sense of self and her state of mind about how relationships work. It’s therefore vital that we make a timely reconnection with our kids after there’s been a rupture. It’s our responsibility as parents to do this.
Daniel J. Siegel (No-Drama Discipline: The Whole-Brain Way to Calm the Chaos and Nurture Your Child's Developing Mind)
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.
Jean Baudrillard (The Transparency of Evil: Essays in Extreme Phenomena)
After all, behavioral economists have spent years demonstrating the clear relationship between making something easy to do and getting people to actually do it. My very good friend and longtime collaborator Richard Thaler puts it this way: “My number-one mantra from Nudge [his book, cowritten with Cass Sunstein, on the application of behavioral economic principles to public policy] is, ‘Make it easy.’ When I say make it easy, what I mean is, if you want to get somebody to do something, make it easy. If you want to get people to eat healthier foods, then put healthier foods in the cafeteria, and make them easier to find, and make them taste better. So in every meeting I say, ‘Make it easy.’ It’s kind of obvious, but it’s also easy to miss.”7
Shlomo Benartzi (The Smarter Screen: Surprising Ways to Influence and Improve Online Behavior)
The focus of history and philosophy of science scholar Arthur Miller’s (2010) "137: Jung and Pauli and the Pursuit of Scientific Obsession" is Jung and Pauli’s mutual effort to discover the cosmic number or fine structure constant, which is a fundamental physical constant dealing with electromagnetism, or, from a different perspective, could be considered the philosopher’s stone of the mathematical universe. This was indeed one of Pauli and Jung’s collaborative passions, but it was not the only concentration of their relationship. Quantum physics could be seen as the natural progression from ancient alchemy, through chemistry, culminating in the abstract world of subatomic particles, wave functions, and mathematics. [Ancient Egypt and Modern Psychotherapy]
Todd Hayen
How can HOW help us repair our faltering global economy? Only by getting our "hows" right can we ensure that we are sustainable. This can only be achieved when we are rooted in, and inspired by, sustainable values. The global economic meltdown supplied a perfect, but painful, example of how sustainability cannot be guided by situational values. The economic crash occurred because too many financial companies became disconnected from fundamental values and long-term sustainable thinking. Instead of nurturing sustainable collaborations, banks, lenders, borrowers and shareholders pursued short-term relationships founded on situational values. More than ever we need to get out of this cycle of crises and build long-term success and deep human connections so that we achieve enduring significance in today's globally interconnected world.
Dov Seidman
It truly is a team sport, and we have the best team in town. But it’s my relationship with Ilana that I cherish most. We have such a strong partnership and have learned how we work most efficiently: I need coffee, she needs tea. When we’re stressed, I pace around and use a weird neck massager I bought online that everyone makes fun of me for, and she knits. When we’re writing together she types, because she’s faster and better at grammar. We actually FaceTime when we’re not in the same city and are constantly texting each other ideas for jokes or observations to potentially use (I recently texted her from Asheville: girl with flip-flops tucked into one strap of tank top). Looking back now at over ten years of doing comedy and running a business with her I can see how our collaboration has expanded and contracted. But it’s the problem-solving aspect of this industry, the producing, the strategy, the realizing that we could put our heads together and figure out the best solution, that has made our relationship and friendship what it is. Because that spills into everything. We both have individual careers now, but those other projects have only been motivating and inspiring to each other and the show. We bring back what we’ve learned on the other sets, in the other negotiations, in the other writers’ rooms or press situations. I’m very lucky to have jumped into this with Ilana Rose Glazer, the ballsy, curly-haired, openhearted, nineteen-year-old girl that cracked me up that night at the corner of the bar at McManus. So many wonderful things have happened since we began working together, but there are a lot of confusing, life-altering things in there too, and it’s such a relief to have someone who completely understands the good and the bad.
Abbi Jacobson (I Might Regret This: Essays, Drawings, Vulnerabilities, and Other Stuff)
Social infrastructure is not "social capital" -- a concept commonly used to measure people's relationships and interpersonal networks -- but the physical conditions that determine whether social capital develops. When social infrastructure is robust, it fosters contact, mutual support, and collaboration among friends and neighbors; when degraded, it inhibits social activity, leaving families and individuals to fend for themselves. Social infrastructure is crucially important, because local, face-to-face interactions -- at the school, the playground, and the corner diner -- are the building blocks of all public life. People forge bonds in places that have healthy social infrastructures -- not because they set out to build community, but because when people engage in sustained, recurrent interaction, particularly while doing things they enjoy, relationships inevitably grow.
Eric Klinenberg (author)
Most of what presents itself to us in the marketplace as a product is in truth a web of relationships, between people, yes, but also between ourselves and all the other species on which we still depend. Eating and drinking especially implicate us in the natural world in ways that the industrial economy, with its long and illegible supply chains, would have us forget. The beer in that bottle, I'm reminded as soon as I brew it myself, ultimately comes not from a factory but from nature - from a field of barley snapping in the wind, from a hops vine clambering over a trellis, from a host of invisible microbes feasting on sugars. It took the carefully orchestrated collaboration of three far-flung taxonomic kingdoms - plants, animals, and fungi - to produce that ale. To make it yourself once in a while, to handle the barley and inhale the aroma of hops and yeast, becomes, among other things, a form of observance, a weekend ritual of remembrance.
Michael Pollan (Cooked: A Natural History of Transformation)
Louis and I worked on two projects. In the first we tried to formulate a gravitational theory based on the dynamics of interacting loops of quantized electric flux. We failed to formulate a string theory, and as a result we published none of this work, but it was to have very important consequences. In the second project we showed that a theory in which spacetime was discrete on small scales could solve many of the problems of quantum gravity. We did this by studying the implications of the hypothesis that the structure of spacetime was like a fractal at Planck scales. This overcame many of the difficulties of quantum gravity, by eliminating the infinities and making the theory finite. We realized during that work that one way of making such a fractal spacetime is to build it up from a network of interacting loops. Both collaborations with Louis Crane persuaded me that we should try to construct a theory of spacetime based on relationships among an evolving network of loops. The problem was, how should we go about this?
Lee Smolin (Three Roads To Quantum Gravity)
If men brought their hearts together beyond a certain degree, if they were intent upon making their hearts one, did not a reaction set in after that brief fantasy had passed, a reaction that was more than simply alienation? Did it not inevitably provoke a betrayal that led to complete dissolution? Perhaps there was some unwritten law of human nature that clearly proscribed covenants among men. Had he impudently violated such a proscription? In ordinary human relationships, good and evil, trust and mistrust appear in impure form, mixed together in small portions. But when men gather together to form a group devoted to a purity not of this world, their evil may remain, purged from each member but coalesced to form a single pure crystal. Thus in the midst of a collection of pure white gems, perhaps it was inevitable that one gem black as pitch could also be found. If one took this concept a bit further, one encountered an extremely pessimistic line of thought: the substance of evil was to be found more in blood brotherhoods by their very nature than in betrayal. Betrayal was something that was derived from this evil, but the evil was rooted in the blood brotherhood itself. The purest evil that human efforts could attain, in other words, was probably achieved by those men who made their wills the same and who made their eyes see the world in the same way, men who went against the pattern of life’s diversity, men whose spirit shattered the natural wall of the individual body, making nothing of this barrier set up to guard against mutual corrosion, men whose spirit accomplished what flesh could never accomplish. Collaboration and cooperation were weak terms bound up with anthropology. But blood brotherhood . . . that was a matter of eagerly joining one’s spirit to the spirit of another. This in itself showed a bright scorn for the futile, laborious human process in which ontogeny was eternally recapitulating phylogeny, in which man forever tried to draw a bit closer to truth only to be frustrated by death, a process that had ever to begin again in the sleep within the amniotic fluid. By betraying this human condition the blood brotherhood tried to gain its purity, and thus it was perhaps but to be expected that it, in turn, should of its very nature incur its own betrayal. Such men had never respected humanity.
Yukio Mishima (Runaway Horses (The Sea of Fertility, #2))
If men brought their hearts together beyond a certain degree, if they were intent upon making their hearts one, did not a reaction set in after that brief fantasy had passed, a reaction that was more than simply alienation? Did it not inevitably provoke a betrayal that led to complete dissolution? Perhaps there was some unwritten law of human nature that clearly proscribed covenants among men. Had he impudently violated such a proscription? In ordinary human relationships, good and evil, trust and mistrust appear in impure form, mixed together in small portions. But when men gather together to form a group devoted to a purity not of this world, their evil may remain, purged from each member but coalesced to form a single pure crystal. Thus in the midst of a collection of pure white gems, perhaps it was inevitable that one gem black as pitch could also be found. If one took this concept a bit further, one encountered an extremely pessimistic line of thought: the substance of evil was to be found more in blood brotherhoods by their very nature than in betrayal. Betrayal was something that was derived from this evil, but the evil was rooted in the blood brotherhood itself. The purest evil that human efforts could attain, in other words, was probably achieved by those men who made their wills the same and who made their eyes see the world in the same way, men who went against the pattern of life’s diversity, men whose spirit shattered the natural wall of the individual body, making nothing of this barrier set up to guard against mutual corrosion, men whose spirit accomplished what flesh could never accomplish. Collaboration and cooperation were weak terms bound up with anthropology. But blood brotherhood . . . that was a matter of eagerly joining one’s spirit to the spirit of another. This in itself showed a bright scorn for the futile, laborious human process in which ontogeny was eternally recapitulating phylogeny, in which man forever tried to draw a bit closer to truth only to draw a bit closer to truth only to be frustrated by death, a process that had ever to begin again in the sleep within the amniotic fluid. By betraying this human condition the blood brotherhood tried to gain its purity, and thus it was perhaps but to be expected that it, in turn, should of its very nature incur its own betrayal. Such men had never respected humanity.
Yukio Mishima (Runaway Horses (The Sea of Fertility, #2))
ASSERTIVE The Assertive type believes time is money; every wasted minute is a wasted dollar. Their self-image is linked to how many things they can get accomplished in a period of time. For them, getting the solution perfect isn’t as important as getting it done. Assertives are fiery people who love winning above all else, often at the expense of others. Their colleagues and counterparts never question where they stand because they are always direct and candid. They have an aggressive communication style and they don’t worry about future interactions. Their view of business relationships is based on respect, nothing more and nothing less. Most of all, the Assertive wants to be heard. And not only do they want to be heard, but they don’t actually have the ability to listen to you until they know that you’ve heard them. They focus on their own goals rather than people. And they tell rather than ask. When you’re dealing with Assertive types, it’s best to focus on what they have to say, because once they are convinced you understand them, then and only then will they listen for your point of view. To an Assertive, every silence is an opportunity to speak more. Mirrors are a wonderful tool with this type. So are calibrated questions, labels, and summaries. The most important thing to get from an Assertive will be a “that’s right” that may come in the form of a “that’s it exactly” or “you hit it on the head.” When it comes to reciprocity, this type is of the “give an inch/take a mile” mentality. They will have figured they deserve whatever you have given them so they will be oblivious to expectations of owing something in return. They will actually simply be looking for the opportunity to receive more. If they have given some kind of concession, they are surely counting the seconds until they get something in return. If you are an Assertive, be particularly conscious of your tone. You will not intend to be overly harsh but you will often come off that way. Intentionally soften your tone and work to make it more pleasant. Use calibrated questions and labels with your counterpart since that will also make you more approachable and increase the chances for collaboration. We’ve seen how each of these groups views the importance of time differently (time = preparation; time = relationship; time = money). They also have completely different interpretations of silence. I’m definitely an Assertive, and at a conference this Accommodator type told me that he blew up a deal. I thought, What did you do, scream at the other guy and leave? Because that’s me blowing up a deal. But it turned out that he went silent; for an Accommodator type, silence is anger. For Analysts, though, silence means they want to think. And Assertive types interpret your silence as either you don’t have anything to say or you want them to talk. I’m one, so I know: the only time I’m silent is when I’ve run out of things to say. The funny thing is when these cross over. When an Analyst pauses to think, their Accommodator counterpart gets nervous and an Assertive one starts talking, thereby annoying the Analyst, who thinks to herself, Every time I try to think you take that as an opportunity to talk some more. Won’t you ever shut up?
Chris Voss (Never Split the Difference: Negotiating As If Your Life Depended On It)
10 Practical Strategies to Improve Your Critical Thinking Skills and Unleash Your Creativity In today's rapidly changing world, the ability to think critically and creatively has become more important than ever. Whether you're a student looking to excel academically, a professional striving for success in your career, or simply someone who wants to navigate life's challenges with confidence, developing strong critical thinking skills is crucial. In this blog post, we will explore ten practical strategies to help you improve your critical thinking abilities and unleash your creative potential. 1. Embrace open-mindedness: One of the cornerstones of critical thinking is being open to different viewpoints and perspectives. Cultivate a willingness to listen to others, consider alternative opinions, and challenge your own beliefs. This practice expands your thinking and encourages creative problem-solving. 2. Ask thought-provoking questions: Asking insightful questions is a powerful way to stimulate critical thinking. By questioning assumptions, seeking clarity, and exploring deeper meanings, you can uncover new insights and perspectives. Challenge yourself to ask thought-provoking questions regularly. 3. Practice active listening: Listening actively involves not just hearing, but also understanding, interpreting, and empathizing with the speaker. By honing your active listening skills, you can better grasp complex ideas, identify underlying assumptions, and engage in more meaningful discussions. 4. Seek diverse sources of information: Expand your knowledge base by seeking information from a wide range of sources. Engage with diverse perspectives, opinions, and ideas through books, articles, podcasts, and documentaries. This habit broadens your understanding and encourages critical thinking by exposing you to different viewpoints. 5. Develop analytical thinking skills: Analytical thinking involves breaking down complex problems into smaller components, examining relationships and patterns, and drawing logical conclusions. Enhance your analytical skills by practicing activities like puzzles, riddles, and brain teasers. This will sharpen your ability to analyze information and think critically. 6. Foster a growth mindset: A growth mindset is the belief that your abilities can be developed through dedication and hard work. Embracing this mindset encourages you to view challenges as opportunities for growth, rather than obstacles. By persisting through difficulties, you build resilience and enhance your critical thinking abilities. 7. Engage in collaborative problem-solving: Collaborating with others on problem-solving tasks can spark creativity and strengthen critical thinking skills. Seek out group projects, brainstorming sessions, or online forums where you can exchange ideas, challenge each other's thinking, and find innovative solutions together. 8. Practice reflective thinking: Taking time to reflect on your thoughts, actions, and experiences allows you to gain deeper insights and learn from past mistakes. Regularly engage in activities like journaling, meditation, or self-reflection exercises to develop your reflective thinking skills. This practice enhances your critical thinking abilities by promoting self-awareness and self-improvement. 9. Encourage creativity through experimentation: Creativity and critical thinking often go hand in hand. Give yourself permission to experiment and explore new ideas without fear of failure. Embrace a "what if" mindset and push the boundaries of your thinking. This willingness to take risks and think outside the box can lead to breakthroughs in critical thinking. 10. Continuously learn and adapt: Critical thinking is a skill that can be honed throughout your life. Commit to lifelong learning and seek opportunities to expand your knowledge and skills. Stay curious, be open to new experiences, and embrace change.
Lillian Addison
It’s easy to slip into guardedness and close ourselves off from the world when dealing with the messiness involved in navigating expectations, misunderstandings, and collaborative disagreements. This is especially true when we are busy or feel like we don’t have the time or emotional bandwidth to deal with the complexity of relationships.
Todd Henry (Die Empty: Unleash Your Best Work Every Day)
Phase Activities Action Establish relationships and common agenda between all stakeholders Collaboratively scope issues and information Agree on time-frame Reflection On research design, ethics, power relations, knowledge construction process, representation and accountability Action Build relationships Identify roles, responsibilities and ethics procedures Establish a Memorandum of Understanding Collaboratively design research process and tools Discuss and identify desired action outcomes Reflection On research questions, design, working relationships and information requirements Action Work together to implement research process and undertake data collection Enable participation of others Collaboratively analyse information generated Begin planning action together Reflection On research process Evaluate participation and representation of others Assess need for further research and/or various action options Action Plan research-informed action which may include feedback to participants and influential other Reflection Evaluate action and process as a whole Action Identify options for further participatory research and action with or without academic researchers Figure 2.1 Key stages in a typical PAR process
Sara Kindon (Participatory Action Research Approaches and Methods: Connecting People, Participation and Place (Routledge Studies in Human Geography Book 22))
If the technology platforms of the First and Second Industrial Revolutions aided in the severing and enclosing of the Earth’s myriad ecological interdependencies for market exchange and personal gain, the IoT platform of the Third Industrial Revolution reverses the process. What makes the IoT a disruptive technology in the way we organize economic life is that it helps humanity reintegrate itself into the complex choreography of the biosphere, and by doing so, dramatically increases productivity without compromising the ecological relationships that govern the planet. Using less of the Earth’s resources more efficiently and productively in a circular economy and making the transition from carbon-based fuels to renewable energies are defining features of the emerging economic paradigm. In the new era, we each become a node in the nervous system of the biosphere.
Jeremy Rifkin (The Zero Marginal Cost Society: The Internet of Things, the Collaborative Commons, and the Eclipse of Capitalism)
Managing up requires the mentee to take responsibility for his or her part in the collaborative alliance and to be the leader of the relationship by guiding and facilitating the mentor’s efforts to create a satisfying and productive relationship for both parties
Anonymous
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
Business Team Building FAQs
What Makes It Work-A Review of the Research Literature Describing Factors Which Influence the Success of Collaboration. They describe collaboration as a mutually beneficial and well-defined relationship entered into by two or more organizations to achieve common goals. The relationship includes a commitment to: (1) a shared vision and mutual goals; (2) a jointly developed structure, shared responsibility, and agreed-upon methods of communication; (3) mutual authority and accountability for success; and (4) sharing of resources and rewards.
Ruby K. Payne (Bridges Out of Poverty: Strategies for Professionals and Communities)
As with Japanese keiretsu, the member firms in a Korean chaebol own shares in each other and tend to collaborate with each other on what is often a nonprice basis. The Korean chaebol differs from the Japanese prewar zaibatsu or postwar keiretsu, however, in a number of significant ways. First and perhaps most important, Korean network organizations were not centered around a private bank or other financial institution in the way the Japanese keiretsu are.8 This is because Korean commercial banks were all state owned until their privatization in the early 1970s, while Korean industrial firms were prohibited by law from acquiring more than an eight percent equity stake in any bank. The large Japanese city banks that were at the core of the postwar keiretsu worked closely with the Finance Ministry, of course, through the process of overloaning (i.e., providing subsidized credit), but the Korean chaebol were controlled by the government in a much more direct way through the latter’s ownership of the banking system. Thus, the networks that emerged more or less spontaneously in Japan were created much more deliberately as the result of government policy in Korea. A second difference is that the Korean chaebol resemble the Japanese intermarket keiretsu more than the vertical ones (see p. 197). That is, each of the large chaebol groups has holdings in very different sectors, from heavy manufacturing and electronics to textiles, insurance, and retail. As Korean manufacturers grew and branched out into related businesses, they started to pull suppliers and subcontractors into their networks. But these relationships resembled simple vertical integration more than the relational contracting that links Japanese suppliers with assemblers. The elaborate multitiered supplier networks of a Japanese parent firm like Toyota do not have ready counterparts in Korea.9
Francis Fukuyama (Trust: The Social Virtues and the Creation of Prosperity)
this information without sharing it with me? This is all new information to me. I feel sandbagged.” To his relief and slight embarrassment, I pointed out that it was his own information. We had merely given it some analytical horsepower, in the spirit of broadened collaboration. After that, he became more trustful of the CNC, and a number of his senior leaders became major supporters of the center. Beyond this new trust and cooperation among federal agencies, the other new and innovative component of the linear strategy was the way we started dealing with our liaison partners in foreign intelligence agencies. Brian Bramson, a veteran CIA operations officer and Latin America hand, led the way here—and has never been fully recognized for this achievement. Traditionally, we tried to give liaison partners as little support and intelligence as we could get away with to stay in the game. We did not want to develop their skills to the point where they could jeopardize our other unilateral operations if they turned against us. I understood this reluctance, having seen trusted liaison partners become criminal liabilities. Nevertheless, when it came to attacking drug cartels at the CNC in the early 1990s, we made a decision to truly build up liaison capabilities and share with the locals even high-end resources—everything that could be used to damage the narcotic-trafficking networks. Our strategy was to use our liaison partners as a genuine force multiplier. Combining their on-the-ground knowledge, language abilities, and existing networks with our skills, training, and equipment, we went from minimal bilateral liaison to enhanced multilateral liaison. “The kind of information we were looking for had to be gathered in-country by our good liaison contacts that we trusted … liaison relationships were key,” Brian Bramson said.5 Soon we were building powerful and effective
Jack Devine (Good Hunting: An American Spymaster's Story)
When social software becomes a component of formal education, students and teachers interact with one another in more meaningful ways, creating a variety of positive results. Ted Panitz (1997) details over 67 benefits from engaging in collective learning, arguing that collaborating reduces anxiety, builds self-esteem, enhances student satisfaction, and fosters positive relationships between students and faculty.
Jon Dron (Teaching Crowds: Learning and Social Media (Issues in Distance Education))
reading ebooks and print books, and is incredibly convenient (it can be done while driving, walking, or making coffee). Many of the most effective people learned to become world-class learners. Apply the power of proximity. Find role models. Befriend and learn from mentors. Make friends with people smarter than you and more successful in fields you are interested in. Build not just networks but genuine relationships; when you collaborate with these key people, you can lean on them when a need arises. Break away from consistent groupthink. Talk with and learn from people different from you. Be open to dialogue with acquaintances and even select strangers, as you may uncover interesting
Jason L. Ma (Young Leaders 3.0: Stories, Insights, and Tips for Next-Generation Achievers)
For this reason I believe we need to do philosophy with children now more than ever. We have increasingly taken away their free time, their ability to make up their own games, their ability to solve their own problems, their ability to be by themselves and figure out the world on their own terms. We need to restore their relationship with the world around them so they can learn who they are and what matters to them. Doing philosophy with children helps to achieve just that. It restores their relationship with their own and others’ thinking, which is important for creating a community of inquiry and collaboration. In the process, self-knowledge is gained, and with that character and integrity can develop. Once again, we have to embrace the uncertainty inherent in the pursuit of knowledge, as opposed to presuming its certainty.
Anonymous
To Do Start with a conversation—a “stay interview.” Learn about your talented employees’ goals and what they love (or don’t love) about their work. Don’t stop with one chat. Talk (and listen!) daily, weekly, monthly. Develop a true relationship with every single person you hope to keep on your team. Hold “Alas Clinics”—opportunities to talk with others about talented people who have left your team lately. Why did they go? What role (if any) did you play in their leaving? How can you prevent more unwanted turnover? Think about who might be “loose in the saddle” (about ready to leave you); talk with them soon, and collaborate with them to get more of what they want and need from you, from the team, from their jobs. Go big picture. Ask yourself, “What kind of work environment do I want to create?” Then figure out what you need to do in order to make that vision come alive. Then—go do it!
Beverly Kaye (Love 'Em or Lose 'Em: Getting Good People to Stay)
The new form of networking is not about climbing a ladder to success; it’s about collaboration, cocreation, partnerships, and long-term values-based relationships. Jack
Porter Gale (Your Network Is Your Net Worth: Unlock the Hidden Power of Connections for Wealth, Success, and Happiness in the Digital Age)
The most vibrant platforms embrace third-party collaboration. The companies behind these platforms seek to foster symbiotic and mutually beneficial relationships with users, customers, partners, vendors, developers, and the community at large.
Phil Simon (The Age of the Platform: How Amazon, Apple, Facebook, and Google Have Redefined Business)
Ultimately the purpose of Humble Inquiry is to build relationships that lead to trust which, in turn, leads to better communication and collaboration.
Edgar H. Schein (Humble Inquiry: The Gentle Art of Asking Instead of Telling)
The lean distribution of knowledge means a more collaborative relationship between management and the workforce. Managers trust that the workers know best about their responsibilities. Workers trust that managers have the right goal and see the true relationships between the production processes.
Corey Ladas (Scrumban: Essays on Kanban Systems for Lean Software Development)
To collaborate and involve your buyers as much as possible in e-relationship sales, focus on making your messages concise, include questions to involve Them, share specific examples, support information with documentation, reference and recap previous messages, and identify clear action items and timelines.
Nancy Bleeke (Conversations That Sell: Collaborate with Buyers and Make Every Conversation Count)
when pair work functions collaboratively and learners are in an expert–novice relationship, they can successfully engage in the co-construction of knowledge.
Patsy M. Lightbown (How Languages are Learned)
Your solution may lead to less stress, healthier relationships, an improved quality of life, a more organized lifestyle or home, or a better work-life balance.
Nancy Bleeke (Conversations That Sell: Collaborate with Buyers and Make Every Conversation Count)
How to Make a 3D Character Modeling, Character Rigging and Animation By GameYan Studio Using your concept art, create 3D Character modeling with Game Development Studio software like Maya. Then, paint your models to give them a distinct look. Finally, animate your Game Character Modeling Studio to bring them to life. Create 3D models for every character, environment, and item in your game, based on your concept art. Texture is a Add colors, textures, and lighting to your 3D Character modelers to give them a unique look. After modeling and texturing a 3D character Models it is time to make it move. Rigging is the first step in creating a skeletal 3D animation. 3D animation rigging is the process of creating a virtual skeleton of a 3D model. Rigging is Build a control structure for items that need movement, like characters, so animators can bring them to life in the game. Specifically, Character Rigging Service refers to the process of creating the bone structure of a 3D model. This bone structure is used to manipulate the 3D model like a puppet for animation. Rigging is most common in animated characters for games and movies. This technique simplifies the animation process and improves production efficiency. Once rigged with skeletal bones, any 3D object can be controlled and distorted as needed. After a 3D model has been created, a series of bones is constructed representing the skeletal structure. For instance, in a character there may be a group of back bones, a spine, and head bones. These bones can be transformed using digital animation software meaning their position, rotation, and scale can be changed. The rigging process results in a hierarchal structure where each bone is in a parent/child relationship with the bones it connects to. This simplifies the animation process as a whole. When an artist moves a shoulder bone, the forearm and hand bones will move too. The goal is to mimic real life as accurately as possible. Animation Add movement to 3D Character Models and objects to give them life and make your game more fun to play. There are endless possibilities. Our specialty are stylised characters and expressive figures. We offer the whole package from designing a character collaboratively with you, over 3d modelling, rigging, texturing and rendering. We also provide workflows for export to realtime uses like Virtual Reality and Games. Have a look at some work samples we did in the past. GameYan Studio is a trusted Character Animation Company service providing company delivers high-quality character animations in a tight within the stipulated time. Our specialization in 3D Character Animation Studio helps our clients to meet their needs just they prefer.
GameYan
Watching the dynamics unfurl with curiosity rather than judgment can make addressing and shifting them a collaborative rather than adversarial activity.
Sarah Epstein (Love in the time of medical school: Build a happy, healthy relationship with a medical student)
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.
Omer Mohamed
Wagner looked back to what in a primordial past had held people together in communities, a selflessness that had to be left behind so that human beings could become more and more conscious. He had an intuitive presentiment about the future; he felt that once individual freedom and independence had been attained, humans would have to find the way back to fellowship and caring relationships. Selflessness would have to be consciously regained, and loving kindness once more would have to become a prominent factor of life. For Wagner the present linked itself with the future, for he visualized as a distant ideal the existence of selflessness within the arts. Furthermore, he saw art as playing a significant role in evolution. Human development and that of art appeared to him to go hand in hand; both became egoistical when they ceased to function as a totality. As we see them today, drama, architecture and dance have gone their independent ways. As humanity grew more and more selfish, so did art. Wagner visualized a future when the arts would once more function in united partnership. Because he saw a commune of artists as a future ideal, he was referred to as 'the communist.' . . . In older works of art, where dance, rhythm and harmony still collaborated, he recognized something of the musical-dramatic element of the artistic works of antiquity. He acquired a unique sense for harmony, for tonality in music, but insisted that contributions from related arts were essential. Something from them must flow into the music. One such related art was dance, not as it has become, but the dance that once expressed movements in nature and movements of the stars. In ancient times, dance originated from a feeling for laws in nature. Man in his own movements copied those in nature. Rhythm of dance was reflected in the harmony of the music. Other arts, such as poetry, whose vehicle is words, also contributed, and what could not be expressed through words was contributed by related arts. Harmonious collaboration existed among dance, music and poetry. The musical element arose from the cooperation of harmony, rhythm and melody. This was what mystics and also Richard Wagner felt as the spirit of art in ancient times, when the various arts worked together in brotherly fashion, when melody, rhythm and harmony had not yet attained their later perfection. When they separated, dance became an art form in its own right, and poetry likewise. Consequently, rhythm became a separate experience, and poetry no longer added its contribution to the musical element. No longer was there collaboration between the arts. In tracing the arts up to modern times, Wagner noticed that the egoism in art increased as human beings egoism increased.
Rudolf Steiner
This book is primarily about relationships between ultimate leaders and their many kinds of deputies. It is also about getting people into roles that are right for them, not squeezing them into roles they do not want and to which they are not best suited. We need a range of skills in leadership and we need people in the right leadership boxes at the right time, people happy to contribute to the work of the ultimate decision-taker and happy to collaborate with each other. The carnage that characterises some organisations can be caused by leadership’s failure to acknowledge what the roles really are and how they relate to each other.
Richard Hytner (Consiglieri - Leading from the Shadows: Why Coming Top Is Sometimes Second Best)
The church and capitalists responded to the rising egalitarian threat by creating a hierarchy which demonized women to divide the previously united peasants. Where all had previously worked together in a society, waged labour created class warfare and a new master-servant relationship between men and women.
Heather Marsh (Binding Chaos: Mass Collaboration on a Global Scale)
Mistrust of outsiders often causes rejection of those African Americans who are seen as “gatekeepers.” This includes people who work for organizations or institutions not considered “grassroots” who come into a community where they are not members. They may be seen as representatives of those in power as opposed to potential work mates/collaborators.
Carolyn Finney (Black Faces, White Spaces: Reimagining the Relationship of African Americans to the Great Outdoors)
Social capital, or “networks of trust,” are rooted in relationships based on a common set of norms and values that bind a group of individuals together and enable them to collaborate more effectively. Networks of trust are critical in complex systems that demand high performance under fast-paced, ambiguous, and evolving conditions. Successful outcomes in military special forces, modern aviation, championship sports, and hyper-growth startups all require teamwork that is grounded in trust and a shared sense of purpose.
Brad Feld (The Startup Community Way: Evolving an Entrepreneurial Ecosystem (Techstars))
First, collaboration is built on relationships, and product teams—especially co‐located teams—are designed to nurture these relationships. Second, to innovate you need expertise, and the durable nature of product teams lets people go deep enough to gain that expertise. Third, instead of just building what others determine might be valuable, in the product team model the full team understands—needs to understand—the business objectives and context. And most important, the full team feels ownership and responsibility for the outcome.
Marty Cagan (INSPIRED: How to Create Tech Products Customers Love (Silicon Valley Product Group))
creating co-active relationships: relationships that are collaborative, cooperative, co-created, active, and engaged and that yield action steps and learning. Consequently, this book focuses on the context for effective coaching: creating the container.
Laura Whitworth (Co-Active Coaching: The proven framework for transformative conversations at work and in life)
We define consent as an active collaboration for the pleasure and well-being of all concerned.
Dossie Easton (The Ethical Slut: A Practical Guide to Polyamory, Open Relationships, and Other Freedoms in Sex and Love)
I like Carson. I really like Carson. I can hand an idea to him that's still a little rough, and he can turn it over and tumble it and hand it back to me shining. And I can do the same for him.
Dexter Palmer (Version Control)
Because that’s what makes a relationship, Camilla. The support. The shoulder. The ear that listens. That’s where the love and respect and true collaboration lie. Not in anything else.
Adriana Locke (Swink (Landry Family, #5))
Sharing your passion with others will not only enlighten them to your dedication and commitment, it can enable you to garner their participation, collaboration, cooperation, and endorsement.
Susan C. Young (The Art of Being: 8 Ways to Optimize Your Presence & Essence for Positive Impact (The Art of First Impressions for Positive Impact, #1))
Many notorious military blunders have been set up by poor personal relationships (if not wilful taciturnity) between key participants, the need for whose informal collaboration seems, in retrospect, to have been blindingly obvious. “It is instructive to mark how the squabbles of historic admirals with their Admiralties and with their captains have played into the hands of the enemy.
Andrew Gordon (Rules of Game: Jutland and British Naval Command)
When you are sitting behind a desk with a person on the other side, there is a barrier between you that becomes a psychological and subliminal message. Some of the best leaders I know have a round table or a circle of chairs in their offices so that when people come in to speak with them, the arrangement lends itself to more engaging interaction. Using a roundtable in which there is no head fosters collaboration, cooperation, mutual respect, and equal positioning.
Susan C. Young (The Art of Body Language: 8 Ways to Optimize Non-Verbal Communication for Positive Impact (The Art of First Impressions for Positive Impact, #3))
Benefits of Being Nice • You set positive karma into motion. • What you give is what you get back in return. • You are more likable. • People will treat you better. • You will reduce personal stress. • You will make friends more easily. • You can improve someone else’s day. • You will have less drama in your life. • It takes less energy than being otherwise. • It makes you a more valuable team player. • You create a sense of emotional safety for others. • It can keep you physically and psychologically safe. • You set a positive example for others to play nicely. • You will build bridges of cooperation and collaboration. • You will improve personal and professional interactions • Lastly, being nice feels nice!
Susan C. Young (The Art of Action: 8 Ways to Initiate & Activate Forward Momentum for Positive Impact (The Art of First Impressions for Positive Impact, #4))
I was once hired by an organization to deliver a workshop on networking. The goal was to provide their engineers with tools and strategies for expanding their circles of influence—to foster innovation, collaboration, and teambuilding. One of the engineers raised her hand in the middle of the program and bluntly said, “I’m happy with the people in my life and don’t care to add any more.” I respect and appreciate her position and have sometimes felt the same way. But, as long as we are alive, we will meet, greet, and interact with new people. Even if we are not inviting them into our personal lives, being socially brave will open new doors which may have remained closed otherwise.
Susan C. Young (The Art of Action: 8 Ways to Initiate & Activate Forward Momentum for Positive Impact (The Art of First Impressions for Positive Impact, #4))
Service Beyond Self is Essential for Success Because It . . . • Builds credibility, trust, and customer satisfaction. • Strengthens your personal reputation and public image. • Fosters goodwill and makes people feel appreciated. • Helps you build healthy relationships with others. • Nurtures collaboration, participation, and cooperation. • Reaffirms a continuity of service for quality assurance, integrity, and reliability. • Saves money—it costs less to keep existing customers than it does to create new ones. When you do it right the first time, you don’t have to fix it the next time. • Improves communication and builds rapport. • Fosters mutual respect and understanding • By providing other people with what they want, you will get more of what you want!
Susan C. Young (The Art of Action: 8 Ways to Initiate & Activate Forward Momentum for Positive Impact (The Art of First Impressions for Positive Impact, #4))
Welcome" is a word to use often! Leaders who maintain an open-door policy inspire trust, teamwork, and healthier communication. They are more likely to earn respect, gain buy-in, and foster collaboration.
Susan C. Young (The Art of Body Language: 8 Ways to Optimize Non-Verbal Communication for Positive Impact (The Art of First Impressions for Positive Impact, #3))
Here is why the wellbeing economy comes at the right time. At the international level there have been some openings, which can be exploited to turn the wellbeing economy into a political roadmap. The first was the ratification of the Sustainable Development Goals (SDGs) in 2015. The SDGs are a loose list of 17 goals, ranging from good health and personal wellbeing to sustainable cities and communities as well as responsible production and consumption. They are a bit scattered and inconsistent, like most outcomes of international negotiations, but they at least open up space for policy reforms. For the first time in more than a century, the international community has accepted that the simple pursuit of growth presents serious problems. Even when it comes at high speed, its quality is often debatable, producing social inequalities, lack of decent work, environmental destruction, climate change and conflict. Through the SDGs, the UN is calling for a different approach to progress and prosperity. This was made clear in a 2012 speech by Secretary General Ban Ki-moon, who explicitly connected the three pillars of sustainable development: ‘Social, economic and environmental wellbeing are indivisible.’82 Unlike in the previous century, we now have a host of instruments and indicators that can help politicians devise different policies and monitor results and impacts throughout society. Even in South Africa, a country still plagued by centuries of oppression, colonialism, extractive economic systems and rampant inequality, the debate is shifting. The country’s new National Development Plan has been widely criticised because of the neoliberal character of the main chapters on economic development. Like the SDGs, it was the outcome of negotiations and bargaining, which resulted in inconsistencies and vagueness. Yet, its opening ‘vision statement’ is inspired by a radical approach to transformation. What should South Africa look like in 2030? The language is uplifting: We feel loved, respected and cared for at home, in community and the public institutions we have created. We feel understood. We feel needed. We feel trustful … We learn together. We talk to each other. We share our work … I have a space that I can call my own. This space I share. This space I cherish with others. I maintain it with others. I am not self-sufficient alone. We are self-sufficient in community … We are studious. We are gardeners. We feel a call to serve. We make things. Out of our homes we create objects of value … We are connected by the sounds we hear, the sights we see, the scents we smell, the objects we touch, the food we eat, the liquids we drink, the thoughts we think, the emotions we feel, the dreams we imagine. We are a web of relationships, fashioned in a web of histories, the stories of our lives inescapably shaped by stories of others … The welfare of each of us is the welfare of all … Our land is our home. We sweep and keep clean our yard. We travel through it. We enjoy its varied climate, landscape, and vegetation … We live and work in it, on it with care, preserving it for future generations. We discover it all the time. As it gives life to us, we honour the life in it.83 I could have not found better words to describe the wellbeing economy: caring, sharing, compassion, love for place, human relationships and a profound appreciation of what nature does for us every day. This statement gives us an idea of sufficiency that is not about individualism, but integration; an approach to prosperity that is founded on collaboration rather than competition. Nowhere does the text mention growth. There’s no reference to scale; no pompous images of imposing infrastructure, bridges, stadiums, skyscrapers and multi-lane highways. We make the things we need. We, as people, become producers of our own destiny. The future is not about wealth accumulation, massive
Lorenzo Fioramonti (Wellbeing Economy: Success in a World Without Growth)
But for this, we need a new development model. We have designed an economic system that sees no value in any human or natural resource unless it is exploited. A river is unproductive until its catchment is appropriated by some industry or its waters are captured by a dam. An open field and its natural bounty are useless until they are fenced. A community of people have no value unless their life is commercialised, their needs are turned into consumer goods, and their aspirations are driven by competition. In this approach, development equals manipulation. By contrast, we need to understand development as something totally different: development is care. It is through a caring relationship with our natural wealth that we can create value, not through its destruction. It is thanks to a cooperative human-to-human interaction that we can achieve the ultimate objective of development, that is, wellbeing. In this new economy, people will be productive by performing activities that enhance the quality of life of their peers and the natural ecosystems in which they live. If not for moral reasons, they should do so for genuine self-interest: there is nothing more rewarding than creating wellbeing for oneself and society. This is the real utility, the real consumer surplus, not the shortsighted and self-defeating behaviour promoted by the growth ideology. The wellbeing economy is a vision for all countries. There are cultural traces of such a vision in the southern African notion of ‘ubuntu’, which literally means ‘I am because you are’, reminding us that there is no prosperity in isolation and that everything is connected. In Indonesia we find the notion of ‘gotong royong’, a conception of development founded on collaboration and consensus, or the vision of ‘sufficiency economy’ in Thailand, Bhutan and most of Buddhist Asia, which indicates the need for balance, like the Swedish term ‘lagom’, which means ‘just the right amount’. Native Alaskans refer to ‘Nuka’ as the interconnectedness of humans to their ecosystems, while in South America, there has been much debate about the concept of ‘buen vivir’, that is, living well in harmony with others and with nature.
Lorenzo Fioramonti (Wellbeing Economy: Success in a World Without Growth)
continue polluting while trying to offset the damage through some face-saving corporate philanthropy exercises. We would be fools to assume that we can simply pay our way out of this mess. Nature cannot be bailed out, as if it were a financial market. We need to stop breaking things in the first place. But for this, we need a new development model. We have designed an economic system that sees no value in any human or natural resource unless it is exploited. A river is unproductive until its catchment is appropriated by some industry or its waters are captured by a dam. An open field and its natural bounty are useless until they are fenced. A community of people have no value unless their life is commercialised, their needs are turned into consumer goods, and their aspirations are driven by competition. In this approach, development equals manipulation. By contrast, we need to understand development as something totally different: development is care. It is through a caring relationship with our natural wealth that we can create value, not through its destruction. It is thanks to a cooperative human-to-human interaction that we can achieve the ultimate objective of development, that is, wellbeing. In this new economy, people will be productive by performing activities that enhance the quality of life of their peers and the natural ecosystems in which they live. If not for moral reasons, they should do so for genuine self-interest: there is nothing more rewarding than creating wellbeing for oneself and society. This is the real utility, the real consumer surplus, not the shortsighted and self-defeating behaviour promoted by the growth ideology. The wellbeing economy is a vision for all countries. There are cultural traces of such a vision in the southern African notion of ‘ubuntu’, which literally means ‘I am because you are’, reminding us that there is no prosperity in isolation and that everything is connected. In Indonesia we find the notion of ‘gotong royong’, a conception of development founded on collaboration and consensus, or the vision of ‘sufficiency economy’ in Thailand, Bhutan and most of Buddhist Asia, which indicates the need for balance, like the Swedish term ‘lagom’, which means ‘just the right amount’. Native Alaskans refer to ‘Nuka’ as the interconnectedness of humans to their ecosystems, while in South America, there has been much debate about the concept of ‘buen vivir’, that is, living well in harmony with others and with nature. The most industrialised nations, which we often describe in dubious terms like ‘wealthy’ or ‘developed’, are at a crossroads. The mess they have created is fast outpacing any other gain, even in terms of education and life expectancy. Their economic growth has come at a huge cost for the rest of the world and the planet as a whole. Not only should they commit to realising a wellbeing economy out of self-interest, but also as a moral obligation to the billions of people who had to suffer wars, environmental destruction and other calamities so that a few, mostly white human beings could go on
Lorenzo Fioramonti (Wellbeing Economy: Success in a World Without Growth)
From a leadership lean, are you the BOSS that creates fear and rules with an “iron fist” or are you a LEADER who listens and connects with your team members to create a culture where collaboration and creativity can thrive?
Susan C. Young (The Art of Connection: 8 Ways to Enrich Rapport & Kinship for Positive Impact (The Art of First Impressions for Positive Impact, #6))
Extroverts typically . . . • Process information externally by verbalizing, collaborating, brainstorming, discussing, sharing their ideas, and communicating until they achieve desired results. • Are rejuvenated and re-charged by being around people, interacting with friends and family, and having dynamic conversations. • Enjoy the excitement and adventure of a new situation or setting. • Tend to be more colorful, unpredictable, daring, stylish, and cluttered in their clothing, home furnishings, offices, and surroundings. • Love meeting new people and making new friends. They enjoy variety and engaging on all levels. • Are very spontaneous, resilient, and adapt well to change.
Susan C. Young (The Art of Communication: 8 Ways to Confirm Clarity & Understanding for Positive Impact(The Art of First Impressions for Positive Impact, #5))
responsibility bias is a major source of failed collaborations. Professional relationships disintegrate when entrepreneurs, inventors, investors, and executives feel that their partners are not giving them the credit they deserve, or doing their fair share.
Adam M. Grant (Give and Take: A Revolutionary Approach to Success)