Collaborative Team Quotes

To collaborative team members, completing one another is more important than competing with one another.

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.

People are more likely to remember the great social interaction they had with a colleague than the great meeting they both attended.

I’d collaborate with my clones, because I’m a team player who wants all the credit.

As a leader, it's your job to get everyone to share what they know.

Collaboration allows teachers to capture each other's fund of collective intelligence.

Being the only woman on a nontechnical team, providing customer support to software developers, was like immersion therapy for internalized misogyny. I liked men—I had a brother. I had a boyfriend. But men were everywhere: the customers, my teammates, my boss, his boss. I was always fixing things for them, tiptoeing around their vanities, cheering them up. Affirming, dodging, confiding, collaborating. Advocating for their career advancement; ordering them pizza. My job had placed me, a self-identified feminist, in a position of ceaseless, professionalized deference to the male ego.

Synergy without strategy results to waste of energy.

Central to the performance of any team is accountability to the people and to itself, for the course to which the team is responsible.

Genius starts individual brilliance. It requires singular vision. But executing it often entails working with others. Innovation is a team sport. Creativity is a collaborative endeavor.

Uncertainty is where new value is created. Everything you want in life is on the other side of all your excuses for not trying.

Because meetings involve people, things can and will go wrong. Provide first aid when necessary.

First and foremost is that creativity is a collaborative process. Innovation comes from teams more often than from the lightbulb moments of lone geniuses. This was true of every era of creative ferment. The Scientific Revolution, the Enlightenment, and the Industrial Revolution all had their institutions for collaborative work and their networks for sharing ideas.

Team Topologies provides four fundamental team types—stream-aligned, platform, enabling, and complicated-subsystem—and three core team interaction modes—collaboration, X-as-a-Service, and facilitating.

The same bias contributes to the common observation that many members of a collaborative team feel they have done more than their share and also feel that the others are not adequately grateful for their individual contributions.

Arbogast had then assembled a dream team of creative consultants and contractors to help make his bold claim a reality, luring some of the videogame industry’s brightest stars away from their own companies and projects, with the sole promise of collaborating on his groundbreaking new MMOs. That was how gaming legends like Chris Roberts, Richard Garriott, Hidetaka Miyazaki, Gabe Newell, and Shigeru Miyamoto had all wound up as consultants on both Terra Firma and Armada—along with several big Hollywood filmmakers, including James Cameron, who had contributed to the EDA’s realistic ship and mech designs, and Peter Jackson, whose Weta Workshop had rendered all of the in-game cinematics.

Why three days? Because that’s the minim amount of time to reset a metabolic hormone. When you disrupt these seven hormones in three-day bursts, it takes you a total of twenty-one days to recreate a collaborative team of your metabolic hormones.

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.

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.

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

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.

The key to innovation—at Bell Labs and in the digital age in general—was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history’s basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

To be full of love and enthusiasm for your work is a prerequisite for collaboration, a professional obligation;

Collaboration begins with focusing on the collective good rather than personal gain.

It’s also a narrative of how they collaborated and why their ability to work as teams made them even more creative.

If you want to go fast, go alone. If you want to go far, go together. African Proverb

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

Lean UX advocates a team-based mentality. Rockstars, gurus, ninjas, and other elite experts of their craft break down team cohesion and eschew collaboration.

A strategy is multi-dimensional planning, multi-team collaboration, and multitasking action.

Replace cyber-bullying with cyber-believing. Let us build eachother up instead of bringing others down. BELIEVE & BUILD

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

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

Intrinsically we humans want to be happy, and happiness derives from having purpose, pursuit towards interesting and challenging ‘something’ that is greater than oneself.

An individual can make a change but a team can make a revolution.

The quest for innovation against newly emerging realities requires us to bring disparate teams closer together and to create more bandwidth for actually collaborating with one another.

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.

This book is about the difference between a self-focused inward mindset and an others-inclusive outward mindset. It will help you become more outward in your work, your leadership, and your life. It will guide you in building more innovative and collaborative teams and organizations. And it will help you see why you like many of the people you do and what you can do to become more like them.

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 maxim in the theater tells us this: On time is already late (Devin 2009). That is, if we arrive at work on time with our bodies only, having not groomed our minds to collaborate, we are simply late. Unprepared.

To figure out what students were carrying with them from kindergarten into adulthood, Chetty’s team turned to another possible explanation. In fourth and eighth grade, the students were rated by their teachers on some other qualities. Here’s a sample: Proactive: How often did they take initiative to ask questions, volunteer answers, seek information from books, and engage the teacher to learn outside class? Prosocial: How well did they get along and collaborate with peers? Disciplined: How effectively did they pay attention—and resist the impulse to disrupt the class? Determined: How consistently did they take on challenging problems, do more than the assigned work, and persist in the face of obstacles? When students were taught by more experienced kindergarten teachers, their fourth-grade teachers rated them higher on all four of these attributes. So did their eighth-grade teachers. The capacities to be proactive, prosocial, disciplined, and determined stayed with students longer—and ultimately proved more powerful—than early math and reading skills.

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.

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.

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

Programming is the immediate act of producing code. Software engineering is the set of policies, practices, and tools that are necessary to make that code useful for as long as it needs to be used and allowing collaboration across a team.

McKusick's belief in this paradigm-the focus on disability rather than abnormalcy-was actualized in the treatment of patients in his clinic. Patients with dwarfism, for instance, were treated by an interdisciplinary team of genetic counselors, neurologists, orthopedic surgeons, nurses, and psychiatrists trained to focus on specific disabilities of persons with short stature. Surgical interventions were reserved to correct specific deformities as they arose. The goal was not to restore "normalcy"-but vitality, joy, and function. McKusic had rediscovered the founding principles of modern genetics in the realm of human pathology. In humans as in wild flies, genetic variations abounded. Here too genetic variants, environments, and gene-environment interactions ultimately collaborated to cause phenotypes-except in this case, the "phenotype" in question was disease. Here too some genes had partial penetrance and widely variable expressivity. One gene could cause many diseases, and one disease could be caused by many genes. And here too "fitness" could not be judged in absolutes. Rather the lack of fitness-illness [italicized, sic] in colloquial terms- was defined by the relative mismatch between an organism and environment.

Instead he had a trait that was just as useful in promoting collaborative creativity and managing a team: he was decisive. More important, his decisiveness was based not on emotion or personal favoritism but rather on a rational and precise analysis of options.

Change before you have to.—Jack Welch Wisdom is the reward for a lifetime of listening when you would have preferred to talk.—Doug Larson Communication creates collaboration. Big ears are better than big egos. When you’re not listening, ask good questions.—Bill Walsh The

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

Fast flow requires restricting communication between teams. Team collaboration is important for gray areas of development, where discovery and expertise is needed to make progress. But in areas where execution prevails—not discovery—communication becomes an unnecessary overhead.

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.

One of the best-known studies of availability suggests that awareness of your own biases can contribute to peace in marriages, and probably in other joint projects. In a famous study, spouses were asked, “How large was your personal contribution to keeping the place tidy, in percentages?” They also answered similar questions about “taking out the garbage,” “initiating social engagements,” etc. Would the self-estimated contributions add up to 100%, or more, or less? As expected, the self-assessed contributions added up to more than 100%. The explanation is a simple availability bias: both spouses remember their own individual efforts and contributions much more clearly than those of the other, and the difference in availability leads to a difference in judged frequency. The bias is not necessarily self-serving: spouses also overestimated their contribution to causing quarrels, although to a smaller contribution to causing quarrels, although to a smaller extent than their contributions to more desirable outcomes. The same bias contributes to the common observation that many members of a collaborative team feel they have done more than their share and also feel that the others are not adequately grateful for their individual contributions

Only experience can refine a leader's art. High-uncertainty projects are full of anxiety, change, and ambiguity that the team must deal with. It takes a different style of project management, a different pattern of team operation, and a different type of project leader. I've labeled this type of management leadership-collaboration.

We wanted to get rid of anything other than what was absolutely essential,” he said. “To do so required total collaboration between the designers, the product developers, the engineers, and the manufacturing team. We kept going back to the beginning, again and again. Do we need that part? Can we get it to perform the function of the other four parts?

Every change that is made to an application’s configuration, source code, environment, or data, triggers the creation of a new instance of the pipeline. One of the first steps in the pipeline is to create binaries and installers. The rest of the pipeline runs a series of tests on the binaries to prove that they can be released. Each test that the release candidate passes gives us more confidence that this particular combination of binary code, configuration information, environment, and data will work. If the release candidate passes all the tests, it can be released. The deployment pipeline has its foundations in the process of continuous integration and is in essence the principle of continuous integration taken to its logical conclusion. The aim of the deployment pipeline is threefold. First, it makes every part of the process of building, deploying, testing, and releasing software visible to everybody involved, aiding collaboration. Second, it improves feedback so that problems are identified, and so resolved, as early in the process as possible. Finally, it enables teams to deploy and release any version of their software to any environment at will through a fully automated process.

The capability of self-organizing teams lies in collaboration. When two engineers scratch out a design on a whiteboard, they are collaborating. When team members meet to brainstorm a design, they are collaborating. When team leaders meet to decide whether a product is ready to ship, they are collaborating. The result of any collaboration can be categorized as a tangible deliverable, a decision, or shared knowledge.

launch the team well, and only then to help members take the greatest possible advantage of their favorable performance circumstances. Indeed, my best estimate is that 60 percent of the variation in team effectiveness depends on the degree to which the six enabling conditions are in place, 30 percent on the quality of a team’s launch, and just 10 percent on the leader’s hands-on, real-time coaching (see the “60-30-10 rule” in Chapter 10).

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

The key to innovation-at Bell Labs and in the digital age in general-was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history's basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

In a famous study, spouses were asked, “How large was your personal contribution to keeping the place tidy, in percentages?” They also answered similar questions about “taking out the garbage,” “initiating social engagements,” etc. Would the self-estimated contributions add up to 100%, or more, or less? As expected, the self-assessed contributions added up to more than 100%. The explanation is a simple availability bias: both spouses remember their own individual efforts and contributions much more clearly than those of the other, and the difference in availability leads to a difference in judged frequency. The bias is not necessarily self-serving: spouses also overestimated their contribution to causing quarrels, although to a smaller extent than their contributions to more desirable outcomes. The same bias contributes to the common observation that many members of a collaborative team feel they have done more than their share and also feel that the others are not adequately grateful for their individual contributions.

Synergy refers to the interaction of elements that when combined produce a total effect that is greater than the sum of the individual elements. In the context of your business, consider how a team can put forth a collaborative effort that exceeds an individual’s output. Now on task, you may begin to share the key parts of your plan with the pillars of your business or family. Embrace the opportunity and be enthusiastic as you are assigning responsibilities. Everyone needs to have a “paddle in the canoe” and work in synchronicity to achieve the desired outcome.

raving maniacs, half paralysed with hunger and fear’. In collaboration with an UNRRA team, the soldiers took over a former Napola School at Feldafing, drafted many of its German staff, including cooks and medical personnel, and turned it into a refugee camp, with a nearby hotel requisitioned as hospital accommodation. The number of inmates rapidly grew to some 4,000. By the end of May 1945, the camp had experienced its first survivor wedding and those in the hospital – now moved to a former monastery – had been treated to a concert by the Kovno Ghetto orchestra, dressed in their striped concentration-camp pyjamas.

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

A lot of the credit, too, should go to Turing, for developing the concept of a universal computer and then being part of a hands-on team at Bletchley Park. How you rank the historic contributions of the others depends partly on the criteria you value. If you are enticed by the romance of lone inventors and care less about who most influenced the progress of the field, you might put Atanasoff and Zuse high. But the main lesson to draw from the birth of computers is that innovation is usually a group effort, involving collaboration between visionaries and engineers, and that creativity comes from drawing on many sources.

Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is, we harbor many unconscious—and unethical—biases that derail our decisions and undermine our work as managers. Hidden biases prevent us from recognizing high-potential workers and retaining talented managers. They stop us from collaborating effectively with partners. They erode our teams’ performance. They can also lead to costly lawsuits.

Using velocity as a productivity metric has several flaws. First, velocity is a relative and team-dependent measure, not an absolute one. Teams usually have significantly different contexts which render their velocities incommensurable. Second, when velocity is used as a productivity measure, teams inevitably work to game their velocity. They inflate their estimates and focus on completing as many stories as possible at the expense of collaboration with other teams (which might decrease their velocity and increase the other team’s velocity, making them look bad). Not only does this destroy the utility of velocity for its intended purpose, it also inhibits collaboration between teams.

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.

collaboration between teams at IBM and IIT Madras offered a quantum computing course on NPTEL, a popular MOOC platform in India. Despite minimal advertising, this course attracted 10,000 registrants, exemplifying the keen interest in quantum computing among Indian learners. Additionally, IBM’s Qiskit summer schools consistently see high participation from India, indicating a sustained enthusiasm and growing expertise in the field within the country. The registrations have to be closed early in India because the priority access slots on quantum computers are limited. This trend reflects the flourishing quantum learners community India, driven by educational initiatives and widespread engagement from students and professionals.

then “man-computer symbiosis,” as Licklider called it, will remain triumphant. Artificial intelligence need not be the holy grail of computing. The goal instead could be to find ways to optimize the collaboration between human and machine capabilities—to forge a partnership in which we let the machines do what they do best, and they let us do what we do best. SOME LESSONS FROM THE JOURNEY Like all historical narratives, the story of the innovations that created the digital age has many strands. So what lessons, in addition to the power of human-machine symbiosis just discussed, might be drawn from the tale? First and foremost is that creativity is a collaborative process. Innovation comes from teams more often than from the lightbulb moments of lone geniuses.

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.

There are other star players in the field of gene editing. Most of them deserve to be the focus of biographies or perhaps even movies. (The elevator pitch: A Beautiful Mind meets Jurassic Park.) They play important roles in this book, because I want to show that science is a team sport. But I also want to show the impact that a persistent, sharply inquisitive, stubborn, and edgily competitive player can have. With a smile that sometimes (but not always) masks the wariness in her eyes, Jennifer Doudna turned out to be a great central character. She has the instincts to be collaborative, as any scientist must, but ingrained in her character is a competitive streak, which most great innovators have. With her emotions usually carefully controlled, she wears her star status lightly.

Values constitute your personal “bottom line.” They serve as guides to action. They inform the priorities you set and the decisions you make. They tell you when to say yes and when to say no. They also help you explain the choices you make and why you made them. If you believe, for instance, that diversity enriches innovation and service, then you should know what to do if people with differing views keep getting cut off when they offer fresh ideas. If you value collaboration over individualistic achievement, then you’ll know what to do when your best salesperson skips team meetings and refuses to share information with colleagues. If you value independence and initiative over conformity and obedience, you’ll be more likely to challenge something your manager says if you think it’s wrong.

My studio team and I approached the creation of this series with enthusiasm, wit, sincerity and sometimes more than a dash of humour. Is the result just another foray into the clichés of Orientalism? I think not. For the most part the people photographed became co-conspirators in our elaborate game of recreating reality. They enjoyed chai with us and a morning samosa (we most always shoot in the early morning since it is the best time to utilize available light). Our models were indeed “posed and paid”, but they cooperated by suggesting so many things themselves… eagerly grasping the process we were undertaking and joining in the creation of what generally became more than just a photo shoot. Each session in the studio became an “event”…an episode of manufactured expression in which all participated and all remembered.

an important point, throughout this book, whenever I describe work done by Jane Doe or Joe Smith, I actually mean “work done by Doe and a team of her postdocs, technicians, grad students, and collaborators spread far and wide over the years.” I’ll be referring solely to Doe or Smith for brevity, not to imply that they did all the work on their own—science is utterly a team process. In addition, as long as we’re at it, another point: At endless junctures throughout the book, I’ll be reporting the results of a study, along the lines of, “And when you do whatever to this or that brain region/neurotransmitter/hormone/gene/etc., X happens.” What I mean is that on the average X happens, and at a statistically reliable rate. There is always lots of variability, including individuals in whom nothing happens or even the opposite of X occurs.

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.

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.

Dostum offered this exoneration as evidence of his loyalty to the Americans. But his conviction that the Americans were by his side during the incident raised another set of difficult questions about whether the Special Forces and CIA personnel witnessed any of the communications between Dostum and his commanders about the murders, and failed to either stop them, or report them after the fact. Nutsch told me he knew of no abuses. “My team has been investigated multiple times over this,” he said. “We did not witness, nor observe, anything.” Just as Dostum considered the American special forces blood brothers, the camaraderie was apparent on Nutsch’s side. “I saw him as a charismatic leader. Led from the front. Took care of his guys,” he added. In a celebratory Hollywood rendition of 595’s collaboration with Dostum called 12 Strong, Nutsch was portrayed, with exaggerated brawn and smolder, by Chris Hemsworth, the actor who played the superhero Thor. Nutsch grew testy when I asked a series of questions about the more complicated realities of the story. “Dostum’s enemies are the ones accusing him of these things,” he said. When I told him Dostum had admitted the killings may have occurred, and suggested two of his commanders may have been involved, Nutsch paused, then replied, “I don’t have a reaction to that.

When that happens, when you make 'eye contact', it kills you. It kills you and it kills anybody who thinks like you. Physical distance doesn't matter, it's about mental proximity. Anybody with the same ideas, anybody in the same head space. It kills your collaborators, your whole research team. It kills your parents; it kills your children. You become absent humans, human-shaped shells surrounding holes in reality. And when it's done, your project is a hole in the ground, and nobody knows what SCP-3125 is anymore. It is a black hole in antimemetic science, consuming unwary researchers and yielding no information, only detectable through indirect observation. A true description of what SCP-3125 is, or even an allusion to what it is, constitutes a containment breach and a lethal indirect cognitohazard. Do you see? It's a defense mechanism. This information-swallowing behaviour is just the outer layer, the poison coating. It protects the entity from discovery while it infests our reality. And as years pass, the manifestations will continue, growing denser and knitting together… until the whole world is drowning in them, and everybody will be screaming 'Why did nobody realise what was happening?' And nobody will answer, because everybody who realised was killed, by this system… Do you see it, Marion? See it now.

The scientific project starts by rejecting the fantasy of infallibility and proceeding to construct an information network that takes error to be inescapable. Sure, there is much talk about the genius of Copernicus, Darwin, and Einstein, but none of them is considered faultless. They all made mistakes, and even the most celebrated scientific tracts are sure to contain errors and lacunae. Since even geniuses suffer from confirmation bias, you cannot trust them to correct their own errors. Science is a team effort, relying on institutional collaboration rather than on individual scientists or, say, a single infallible book. Of course, institutions too are prone to error. Scientific institutions are nevertheless different from religious institutions, inasmuch as they reward skepticism and innovation rather than conformity. Scientific institutions are also different from conspiracy theories, inasmuch as they reward self-skepticism. Conspiracy theorists tend to be extremely skeptical regarding the existing consensus, but when it comes to their own beliefs, they lose all their skepticism and fall prey to confirmation bias. The trademark of science is not merely skepticism but self-skepticism, and at the heart of every scientific institution we find a strong self-correcting mechanism. Scientific institutions do reach a broad consensus about the accuracy of certain theories—such as quantum mechanics or the theory of evolution—but only because these theories have managed to survive intense efforts to disprove them, launched not only by outsiders but by members of the institution itself.

These include: 1.Do the Right Thing—the principle of integrity. We see in George Marshall the endless determination to tell the truth and never to curry favor by thought, word, or deed. Every one of General Marshall’s actions was grounded in the highest sense of integrity, honesty, and fair play. 2.Master the Situation—the principle of action. Here we see the classic “know your stuff and take appropriate action” principle of leadership coupled with a determination to drive events and not be driven by them. Marshall knew that given the enormous challenges of World War II followed by the turbulent postwar era, action would be the heart of his remit. And he was right. 3.Serve the Greater Good—the principle of selflessness. In George Marshall we see a leader who always asked himself, “What is the morally correct course of action that does the greatest good for the greatest number?” as opposed to the careerist leader who asks “What’s in it for me?” and shades recommendations in a way that creates self-benefit. 4.Speak Your Mind—the principle of candor. Always happiest when speaking simple truth to power, General and Secretary Marshall never sugarcoated the message to the global leaders he served so well. 5.Lay the Groundwork—the principle of preparation. As is often said at the nation’s service academies, know the six Ps: Prior Preparation Prevents Particularly Poor Performance. 6.Share Knowledge—the principle of learning and teaching. Like Larry Bird on a basketball court, George Marshall made everyone on his team look better by collaborating and sharing information. 7.Choose and Reward the Right People—the principle of fairness. Unbiased, color- and religion-blind, George Marshall simply picked the very best people. 8.Focus on the Big Picture—the principle of vision. Marshall always kept himself at the strategic level, content to delegate to subordinates when necessary. 9.Support the Troops—the principle of caring. Deeply involved in ensuring that the men and women under his command prospered, General and Secretary Marshall taught that if we are loyal down the chain of command, that loyalty will be repaid not only in kind but in operational outcomes as well.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

recalled Stephen Crocker, a graduate student on the UCLA team who had driven up with his best friend and colleague, Vint Cerf. So they decided to meet regularly, rotating among their sites. The polite and deferential Crocker, with his big face and bigger smile, had just the right personality to be the coordinator of what became one of the digital age’s archetypical collaborative processes. Unlike Kleinrock, Crocker rarely used the pronoun I; he was more interested in distributing credit than claiming it. His sensitivity toward others gave him an intuitive feel for how to coordinate a group without trying to centralize control or authority, which was well suited to the network model they were trying to invent. Months passed, and the graduate students kept meeting and sharing ideas while they waited for some Powerful Official to descend upon them and give them marching orders. They assumed that at some point the authorities from the East Coast would appear with the rules and regulations and protocols engraved on tablets to be obeyed by the mere managers of the host computer sites. “We were nothing more than a self-appointed bunch of graduate students, and I was convinced that a corps of authority figures or grownups from Washington or Cambridge would descend at any moment and tell us what the rules were,” Crocker recalled. But this was a new age. The network was supposed to be distributed, and so was the authority over it. Its invention and rules would be user-generated. The process would be open. Though it was funded partly to facilitate military command and control, it would do so by being resistant to centralized command and control. The colonels had ceded authority to the hackers and academics. So after an especially fun gathering in Utah in early April 1967, this gaggle of graduate students, having named itself the Network Working Group, decided that it would be useful to write down some of what they had conjured up.95 And Crocker, who with his polite lack of pretense could charm a herd of hackers into consensus, was tapped for the task. He was anxious to find an approach that did not seem presumptuous. “I realized that the mere act of writing down what we were talking about could be seen as a presumption of authority and someone was going to come and yell at us—presumably some adult out of the east.

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

Humans are better equipped for sight than for smell. We process visual input ten times faster than olfactory. Visual and cognitive cues handily trump olfactory ones, a fact famously demonstrated in a 2001 collaboration between a sensory scientist and a team of oenologists (wine scientists) at the University of Bordeaux in Talence, France.

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

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The school would have large classrooms, with up to one hundred students and four teachers in each classroom. The students would often work collaboratively, mostly in teams of three or four. And the teachers were expected to work with one another in leading the classes.

means seeing how changes such as these fit into the big picture, too. Are all staff members and, indeed, students engaged in developing the vision and mission of the school? Do leaders constantly explain how specific changes or team tasks fit into this larger vision? Can teachers and students articulate that connection as well? When asked what kind of school they are involved with, will you get the same sort of answer from teachers, students, bus drivers, janitors, parents, and administrative assistants, as well as the principal?

Brian Chesky sends to all Airbnb employees is a powerful one. “You have to continue to repeat things” Brian told our class at Stanford. “Culture is about repeating, over and over again, the things that really matter for your company.” Airbnb reinforces these verbal messages with visual impact as well. Brian hired an artist from Pixar to create a storyboard of the entire experience of an Airbnb guest, from start to finish, emphasizing the customer-centered design thinking that is a hallmark of its culture. Even Airbnb conference rooms tell a story; each one is a replica of a room that’s available for rent on the service. Every time Airbnb team members hold a meeting in one of those rooms, they are reminded of how guests feel when they stay there. At Amazon, Jeff Bezos famously bans PowerPoint decks and insists on written memos, which are read in silence at the beginning of each meeting. This memo policy is one of the ways that Amazon encourages a culture of truth telling. Memos have to be specific and comprehensive, and those who read the memos have to respond in kind rather than simply sit through some broad bullet points on a PowerPoint deck and nod vague agreement. Bezos believes that memos encourage smarter questions and deeper thinking. Plus, because they’re self-contained (rather than requiring a person to present a deck), they are more easily distributed and consumed by a wider population within Amazon. The late Steve Jobs used architecture as a core part of his deliberate communications strategy at Pixar. He designed Pixar headquarters so that the front doors, main stairs, main theater, and screening rooms all led to the atrium, which contained the café and mailboxes, ensuring that employees from all departments and specialties would see people from other groups on a regular basis, thus reinforcing Pixar’s collaborative, inclusive culture.

Another way in which values can be expressed is in how different teams are treated throughout the organization. As also mentioned in Part III, it is common in startups for engineering teams, especially web and mobile development ones, to be valued more than other, nonengineering teams. While this usually is not explicitly stated, it becomes apparent through behaviors such as allowing more flexible schedules or remote opportunities for engineers; giving them a higher budget for swag, training, and travel; and giving them more recognition for their accomplishments.

Competing in a 100-pushup challenge in the office This is another example of an activity that can be a way to facilitate group bonding but isn’t necessarily inclusive of people with different levels of physical ability. Especially in startups with a younger median age, team activities can tend to skew toward those enjoyed by a very specific subset of the population. Things like fantasy sports teams; foosball, ping-pong, or pool tables; and fitness challenges can give off a “tech bro” kind of vibe. This isn’t to say that they shouldn’t be allowed, and it might not be possible to find an activity that every single person will love, but it’s important to pay attention to the type and variety of activities and rituals and who they might be unintentionally favoring or excluding.

The practice that molded me at Intel and saved me at Sun—that still inspires me today—is called OKRs. Short for Objectives and Key Results. It is a collaborative goal-setting protocol for companies, teams, and individuals. Now, OKRs are not a silver bullet. They cannot substitute for sound judgment, strong leadership, or a creative workplace culture. But if those fundamentals are in place, OKRs can guide you to the mountaintop.

If Jesus put Simon the Zealot (an insurrectionist who hated the Roman occupiers) on the same team as Matthew the tax collector (a collaborator with the Romans) and then made them room together, I’m not sure why we can’t have some strong differences on the hot-button issues of our day and still march together under the banner of unity.

Standardization of tools and practices between teams makes it easier for new people to get up to speed regardless of what team they are joining, but every team also has the flexibility to customize as they see fit.

Needing a second opinion This one. I think this is the one women in the workplace are scared of. I know I am. Broad City is a very collaborative environment, and I trust everyone we’ve hired to work with us, so I naturally ask people’s opinions. But when you get a new job, a new assignment, or a promotion, the fear of not being good enough, of not knowing everything can seep in. In the last season of Broad City (4), I directed two episodes. This was a new experience for me, and one I took very seriously. But I found, during the process, that a big insecurity for me is the fear that if I need a second opinion, that means I don’t know what I’m doing. This is false, I do know what I’m doing, but it’s that vulnerability, that want for another set of eyes on my decision that can make me shaky. I ultimately made all the decisions I needed to—after using my resources aka asking questions—but in order to do that, I had to continually let go of this unease that someone from a dark, back corner would pop out, pointing directly at me, yelling about how I’m a fraud for asking for help while in charge. That I’d be plucked up by a huge claw and dropped outside on the sidewalk, banished from taking on this new role. This fear is mindless. Understandable, but stupid. Crews are a team. Any business is a team, and the whole point of having people do different jobs and be experts in their specific department is for them to help in any way they know how. The director isn’t there to bark out orders. They are the conductor bringing everyone’s talents together to execute their own artistic vision. Asking and bouncing ideas off people, and even changing your mind, is allowed. It’s so hard to ever show any sort of weakness, especially when you’re a woman at the top of the project, in a business you never thought you’d actually be able to break into. But going through all the possibilities and asking for help is not weak, it’s smart. I’m going to go ahead and dog-ear this paragraph so even I can come back and remind myself.

Individually, you are a warrior. Together, we are an army.

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

There’s a strong impulse in our culture to run away from these little corners. We’re told that society’s winners will be the thinkers who network, collaborate, create, and strategize in concert with others. Our kids are taught to study in groups, to execute projects as teams. Our workplaces have been stripped of walls so that the organization functions as a unit. The big tech companies also propel us to join the crowd—they provide us with the trending topics and their algorithms suggest that we read the same articles, tweets, and posts as the rest of the world. There’s no doubting the creative power of conversation, the intellectual potential of humbly learning from our peers, the necessity of groups working together to solve problems. Yet none of this should replace contemplation, moments of isolation, where the mind can follow its own course to its own conclusions. We read in our little corners, our beds and tubs and dens, because we have a sense that these are the places where we can think best. I have spent my life searching for an alternative. I will read in the café and on the subway, making a diligent, wholehearted effort to focus the mind. But it never entirely works. My mind can’t shake its awareness of the humans in the room.

Incivility can fracture a team, destroying collaboration, splintering members' sense of psychological safety, and hampering team effectiveness. Belittling and demeaning comments, insults, and other rude behavior can deflate confidence, sink trust, and erode helpfulness--even for those who aren't the target of these behaviors.'' -- Christine Porath

All the solitary hours a writer pours into a novel would avail little if not for the solitary hours poured into it by many unseen others. Anyway I assume those others also do their work in solitude; maybe they work in pairs or crews or tag teams, but I’d rather imagine them slaving over my words in a poorly lit and otherwise unoccupied room, just as I do. Maybe they will have a little music for company, but nothing too upbeat, something along the lines of Mozart’s Requiem, for example, because as everybody who has ever worked on a book knows, this work can be as grueling in its way as crawling on your knees through ten acres of ground-hugging plants to pick potato beetles off one at a time and flick them into a galvanized bucket filled with soapy water. But it can also be as transcendent as the Requiem—or as picking potato beetles when you are in the right frame of mind for it. Knowing other people are engaged in the same underappreciated labor and squeezing a perverse kind of joy out of it is what keeps me writing, especially if it’s my field of potatoes they are picking over. Sometimes I like to picture each of my collaborators working their way down a row, their backs aching, hands filthy with beetle juice, fingernails broken, eyes going cross-eyed in the faltering light. It’s inspirational. Thirty years ago, I would have written (and did) a dull-as-dirt acknowledgment to thank each of my collaborators. It would have had all the excitement of a divorce decree. Back then I had no idea how difficult and precarious a job it is to turn out a novel every couple of years. It gets more difficult and precarious every year. So does living. To me, they’re pretty much the same thing.

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