Cooperation And Teamwork Quotes

There is immense power when a group of people with similar interests gets together to work toward the same goals.

He who masters the power formed by a group of people working together has within his grasp one of the greatest powers known to man.

Teamwork makes the dream work

The Solarians have given up something mankind has had for a million years; something worth more than atomic power, cities, agriculture, tools, fire, everything; because it's something that made everything possible (...) The tribe, sir. Cooperation between individuals.

With teamwork, any little contribution you make yields greater output when it meets the contribution of others, and guess who gets the plus? Everyone in the team!

Neither the fanatics nor the faint-hearted are needed. And our duty as a Party is not to our Party alone, but to the nation, and, indeed, to all mankind. Our duty is not merely the preservation of political power but the preservation of peace and freedom. So let us not be petty when our cause is so great. Let us not quarrel amongst ourselves when our Nation's future is at stake. Let us stand together with renewed confidence in our cause -- united in our heritage of the past and our hopes for the future -- and determined that this land we love shall lead all mankind into new frontiers of peace and abundance.

What makes the teamwork effective is Cooperation which makes the team 'WORKS'.

Only when people agree on goals can they agree on methods. Only when people agree on the destination can they agree on the route. Only when people agree on the past and present facts can they cooperate to co-create new and mutually desirable facts.

Synergy without strategy results to waste of energy.

What he symbolizes,” Milley said, “is the combination of the civil and military cooperation and teamwork that makes the United States the most powerful country in space.

The New Groupthink did not arise at one precise moment. Cooperative learning, corporate teamwork, and open office plans emerged at different times and for different reasons. But the mighty force that pulled these trends together was the rise of the World Wide Web, which lent both cool and gravitas to the idea of collaboration.

Good team and network promotes amazing results.

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.

We all, without exception, need relationships to achieve extraordinary things.

Two good people are better than one good person. Together we can do what no individual can do. This is the power of synergy.

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

In one respect New Orleans has set an example for all the world in the fight against yellow fever. The first impression was the complete organization of the citizens and the rational and reasonable way in which the fight has been conducted by them. With a tangible enemy in view, the army of defense could begin to fight rationally and scientifically. The... spirit in which the citizens of New Orleans sallied forth to win this fight strikes one who has been witness to the profound gloom, distress, and woe that cloud every other epidemic city. Rupert Boyce, Dean of Liverpool School of Tropical Diseases, 1905

For one, there is a heavy price just in terms of human dynamics. The fact is, motivation and cooperation deteriorate when there is a lack of purpose. You can train leaders in communication and teamwork and conduct 360 feedback reports until you are blue in the face, but if a team does not have clarity of goals and roles, problems will fester and multiply.

Galaxies are as mothers, every star a child, every planet a grandchild. The eyes many. The sheer size of the universe offer a chilling stream of terror down the spines of those who truly fathom. Most, unaware how terrified they should be. Astronomers are very rarely barbaric. Just as gravity keeps us grounded, those few enlightened with ability to grasp (even a little) the awes (and threats) of our cosmos, unwilling to obtain the strengths and powers necessary to get our affairs in order. Too few world leaders as terrified as reality demands, and whatever could be said of the majority. Without full realization of the skies can they never hope to know the true meaning of horror and hopelessness [even with all its beauty]. To the strongest, wisest, most heartful. To the bravest, most fearless [warrior philosopher kings]. May (the god of) luck be with us.

Listening and oral communication Adaptability and creative responses to setbacks and obstacles Personal management, confidence, motivation to work toward goals, a sense of wanting to develop one’s career and take pride in accomplishments Group and interpersonal effectiveness, cooperativeness and teamwork, skills at negotiating disagreements Effectiveness in the organization, wanting to make a contribution, leadership potential10 Of seven desired traits, just one was academic: competence in reading, writing, and math.

In a typical crash, for example, the weather is poor—not terrible, necessarily, but bad enough that the pilot feels a little bit more stressed than usual. In an overwhelming number of crashes, the plane is behind schedule, so the pilots are hurrying. In 52 percent of crashes, the pilot at the time of the accident has been awake for twelve hours or more, meaning that he is tired and not thinking sharply. And 44 percent of the time, the two pilots have never flown together before, so they’re not comfortable with each other. Then the errors start—and it’s not just one error. The typical accident involves seven consecutive human errors. One of the pilots does something wrong that by itself is not a problem. Then one of them makes another error on top of that, which combined with the first error still does not amount to catastrophe. But then they make a third error on top of that, and then another and another and another and another, and it is the combination of all those errors that leads to disaster. These seven errors, furthermore, are rarely problems of knowledge or flying skill. It’s not that the pilot has to negotiate some critical technical maneuver and fails. The kinds of errors that cause plane crashes are invariably errors of teamwork and communication. One pilot knows something important and somehow doesn’t tell the other pilot. One pilot does something wrong, and the other pilot doesn’t catch the error. A tricky situation needs to be resolved through a complex series of steps—and somehow the pilots fail to coordinate and miss one of them. “The whole flight-deck design is intended to be operated by two people, and that operation works best when you have one person checking the other, or both people willing to participate,” says Earl Weener, who was for many years chief engineer for safety at Boeing. “Airplanes are very unforgiving if you don’t do things right. And for a long time it’s been clear that if you have two people operating the airplane cooperatively, you will have a safer operation than if you have a single pilot flying the plane and another person who is simply there to take over if the pilot is incapacitated.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

Not every one of us can be great, but every one of us can get associate with something that is great.

Success relies on your capacity to cooperate, ability to regulate your emotions, capacity to delay gratification, and capacity to focus your attention.

You know, this idea that individuals accomplish great things is a lot of moonshine, really. What you do is work along with others on a general line, and mankind moves along, but slowly.

Fortunately for the cause of science and of humanity, we had as Governor-General of Cuba at that time General Leonard Wood, of the United States Army. General Wood had been educated as a physician, and had a very proper idea of the great advantages which would accrue to the world if we could establish the fact that yellow fever was conveyed by the mosquito, and his medical training made him a very competent judge as to the steps necessary to establish such fact. General Wood during the whole course of the investigations took the greatest interest in the experiments, and assisted the Board in every way he could.

The very fact that the church today continually cries out for leadership is an indication of the lack of teamwork and cooperation among the followers of Jesus. If we were better followers of Jesus—persons who did a better job of imitating the style and person of Jesus—we might discover that leadership is a shared experience, an ongoing “dance” between being a leader and a follower, and a product of the community of faith. That we in the church look for someone to be a leader who will save us is an indication that we are not following the One who is already the Savior.

If we are of one mind, thousands can be conquered. If we are of one heart, millions can be conquered. If we are of one soul, countless can be conquered.

In 80 percent of airline crashes, pilots make mistakes that could have been prevented, particularly if the crew worked together more harmoniously. Teamwork, open lines of communication, cooperation, listening, and speaking one’s mind—rudiments of social intelligence—are now emphasized in training pilots, along with technical prowess.

Communication is the very means of cooperation.

Five rather small dogs can be very powerful. If you can get a team pulling together in one direction, you can get enormous power out of them.1 What a great illustration about cooperation in the face of contrast and difference.

Teammates don't have to be best friends. In fact, the diversity and differences among the individual team members will probably preclude close friendships. However, the relationships must be solid enough to withstand the turbulence of day-to-day interaction, misunderstandings, and an occasional bad day. Solid team relationships provide the climate needed for high levels of cooperation and are characterized by trust, acceptance, respect, understanding, and courtesy.

If you have a pair of contradictory ideas, discuss all the possible consequences with your peers.

For one, there is a heavy price just in terms of human dynamics. The fact is, motivation and cooperation deteriorate when there is a lack of purpose. You can train leaders on communication and teamwork and conduct 360 feedback reports until you are blue in the face, but if a team does not have clarity of goals and roles, problems will fester and multiply.

Nevertheless, the current social paradigm enthrones independence. It is the avowed goal of many individuals and social movements. Most of the self-improvement material puts independence on a pedestal, as though communication, teamwork, and cooperation were lesser values. But much of our current emphasis on independence is a reaction to dependence—to having others control us, define us, use us, and manipulate us.

What does the world look like? It depends on who's looking. And the wonderful thing is, it takes more than one set of eyes to get a full picture.

It’s not about us, it’s about you. Talented people really can change the world, and all the people we have quoted in this book are talented. You have barely begun to explore your potential. The things you are capable of achieving will astound the world. Do it! Make it happen. Seriously, your capabilities are extraordinary. If you put your mind and your will to it, you will achieve the wonders of the world!

Teamwork, open lines of communication, cooperation, listening, and speaking one’s mind—rudiments of social intelligence

Evaluation must be done in hindsight, after the work has been done, not for proposals for work to be done. That said, secondary factors must carry some weigh, because research results depend too much on historical contingency and luck. As articulated by Ralph Bown, vice president of research at Bell Labs from 1951 to 1955: 'A conviction on the part of employees that meritorious performance will be honestly appraised and adequately rewarded is a necessary ingredient of their loyalty. This appraisal, to be fair and convincing, must be based on the individual's performance and capabilities rather than wholly on the direct value of his results. A system which rewards only those lucky enough to strike an idea which pays off handsomely will not have the cooperative teamwork needed for vitality of the enterprise as a whole.

The fact is, motivation and cooperation deteriorate when there is a lack of purpose. You can train leaders on communication and teamwork and conduct 360 feedback reports until you are blue in the face, but if a team does not have clarity of goals and roles, problems will fester and multiply. This is not just my theory or something I read in another business book. In gathering data from more than five hundred people about their experience on more than one thousand teams, I have found a consistent reality: When there is a serious lack of clarity about what the team stands for and what their goals and roles are, people experience confusion, stress, and frustration. When there is a high level of clarity, on the other hand, people thrive. When there is a lack of clarity, people waste time and energy on the trivial many.

We also gave teams a primer on teamwork based on insights gleaned from research in group dynamics. On the one hand, we warned, groupthink is a danger. Be cooperative but not deferential. Consensus is not always good; disagreement is not always bad. If you do happen to agree, don't take the agreement—in itself—as proof that you are right. Never stop doubting. Pointed questions are as essential to a team as vitamins are to a human body. On the other hand, the opposite of groupthink—rancor and dysfunction—is also a danger. Team members must disagree without being disagreeable, we advised. Practice 'constructive confrontation' to use the phrase of Andy Grove, the former CEO of Intel. Precision questioning is one way to do that. Drawing on the work of Dennis Matthies and Monica Worline, we showed them how to tactfully dissect the vague claims people often make. Suppose someone says, 'Unfortunately, the popularity of soccer, the world's favorite pastime, is starting to decline.' You suspect [they] are wrong. ... Zero in. You might say, 'What do you mean by 'pastime?' or 'What evidence is there that soccer's popularity is declining? Over what time frame.' The answers to these precise questions won't settle the matter, but they will reveal the thinking behind the conclusion so it can be probed and tested.

With an INTP it is either all or nothing. Half-efforts he dislikes just as much as he dislikes the restrictions of teamwork and co-operation.

In dreaming about what he would like to become or achieve, his goals are invariably highly individualistic. He must become the composer, the solo performer, the genius scientist who makes the unique discovery. If he is to be noticed at all, then he must be centre stage. If he can’t be centre stage in an area of interest, then he must withdraw and resort to vitriolic criticism. But in all areas which interest him less he happily leaves to others and observes. With an INTP it is either all or nothing. Half-efforts he dislikes just as much as he dislikes the restrictions of teamwork and co-operation.

Trust is a MUST in High Performance Teams, because without trust we cannot fully collaborate. We just cooperate to keep our jobs, instead of creating exponential results. It is the shift from fear and protection, to trust and love, that activates, unleashes, and aligns, the fullest team potentials.

I also praise the cooperative efforts in our pediatric intensive care unit. In fact, this togetherness permeates every aspect of our program here, including our office staff. We're friends, we work well together, we're dedicated to alleviating pain, and we're interested in each other's problems, too. We're a team, and Ben Carson is only part of that team.

Teamwork can be achieved by any group—even one whose members have disparate interests—because all it requires is cooperation.

you become truly independent, you have the foundation for effective interdependence. You have the character base from which you can effectively work on the more personality-oriented “Public Victories” of teamwork, cooperation, and communication in Habits 4, 5, and 6.

During the ceremony, he was singled out by General Mark Milley, the Chairman of the Joint Chiefs of Staff. “What he symbolizes,” Milley said, “is the combination of the civil and military cooperation and teamwork that makes the United States the most powerful country in space.

The Magic of Fairy Tales: Sparking Imagination and Learning Fairy tales have been an integral part of childhood for centuries, blending adventure, life lessons, and imaginative escapism. Whether reading a short fairy tale before bed or diving into a long fairy tale, these stories entertain, teach, and connect generations. From baby fairy tales to more complex children's fairy tales, there’s something for everyone in the world of fairy tales. Starting with Baby Fairy Tales For young children, baby fairy tales introduce them to the enchanting world of storytelling. These simple, repetitive tales are easy for toddlers to follow. Short fairy tales are ideal for this age group, offering quick narratives that engage without overwhelming. Whether it’s a tale of magical creatures or friendly giants, these stories spark early imagination. Bedtime is a perfect time for these soothing stories, helping children relax before sleep. The Power of Educational Fairy Tales As children grow, educational fairy tales blend entertainment with important life lessons. Aesop’s fairy tales, for example, combine engaging plots with moral teachings. Fables like “The Tortoise and the Hare” or “The Boy Who Cried Wolf” teach patience, honesty, and consequences. These tales, often featuring animals, encourage critical thinking. Aesop's fairy tales are perfect because they are short, making them ideal for young readers or bedtime. Exploring Animal Fairy Tales Another favorite genre is animal fairy tales, where animals take human-like traits and embark on adventures. These stories teach empathy, cooperation, and teamwork. For instance, animals helping each other solve problems or overcome challenges promotes friendship and kindness. Animal fairy tales are especially engaging for young children, who can relate to the characters while learning important values. Fantasy Fairy Tales: Unlocking Imagination Fantasy fairy tales are perhaps the most magical. Filled with dragons, witches, and brave heroes, these tales transport readers into realms where anything is possible. Fantasy stories encourage children to use their imagination and learn about courage and resourcefulness. Famous tales like Cinderella or Snow White offer exciting adventures, teaching life lessons through magical escapism. Cultural Tales: Keloğlan and Heidi Fairy Tales Fairy tales also provide a window into different cultures. Keloğlan fairy tales offer Turkish folklore, with the clever Keloğlan outwitting his adversaries. These tales teach creativity and resilience. Similarly, Heidi's fairy tales bring the Swiss Alps to life, teaching lessons about family, kindness, and nature. Grandfather Scary Stories and Sleep Stories For older children, grandfather scary stories offer thrills and suspense. These stories help children safely face their fears. Meanwhile, sleep fairy tales and sleep stories offer a calming end to the day, assisting children to unwind before bedtime. In conclusion, fairy tales—whether short, long, educational, or fun—spark creativity, teach values, and foster emotional growth. By sharing these stories, we create lasting memories that will inspire future generations.

There can be no winners or losers when there is only one team.