Disconnected Team Quotes

The entire belief was insulting to many of us, but nonetheless, the term “top trained,” which would come to be regurgitated with great regularity by hospital administration and by Dr. Kowatch, would eventually evolve to become what I would describe as an unhealthy infatuation, one that I now understand represented the developing disconnect between the majority of the Heart Center team and hospital administration, which would ultimately have detrimental effects on the program, which would become visible to all in the near future.

To avoid the too-common trap of building a platform disconnected from the needs of teams, it is essential to ensure that the platform teams have a focus on user experience (UX) and particularly developer experience (DevEx).

A more cohesive team would have sensed the disconnect. The lesson I learned from this mistake was that you not only have to find something to love about each of your people; you have to extend that love far and wide to all the other divisions and departments that you depend on.

If you felt disconnected, we could have fixed that. Instead you tried to latch on to something new.” Something old, I correct silently. “I thought we were a team,” Brian says. “We made it through the deaths of people we loved. We built careers. We were raising a teenager. I thought I leaned on you and you leaned on me and even if it was lopsided sometimes, it always evened out.

There were more than fifty people camped on the Col that night, huddled in shelters pitched side by side, yet an odd feeling of isolation hung in the air. The roar of the wind made it impossible to communicate from one tent to the next. In this godforsaken place, I felt disconnected from the climbers around me—emotionally, spiritually, physically—to a degree I hadn’t experienced on any previous expedition. We were a team in name only, I’d sadly come to realize. Although in a few hours we would leave camp as a group, we would ascend as individuals, linked to one another by neither rope nor any deep sense of loyalty. Each client was in it for himself or herself, pretty much. And I was no different: I sincerely hoped Doug got to the top, for instance, yet I would do everything in my power to keep pushing on if he turned around. In

The question of the existence of God and the nature of God is inherent in the human mind and has been from the beginning of time. For this reason, one cannot hold a neutral belief about God. Whatever your definition of God may be, you are in relationship with that definition. Even if you claim you do not believe in a Creator, then that is your relationship — one of disbelief. All are participating in a process that involves some level of connection or disconnection to the Original Source.

There are, likewise, other senior leaders who are so far removed from the troops executing on the frontline that they become ineffective. These leaders might give the appearance of control, but they actually have no idea what their troops are doing and cannot effectively direct their teams. We call this trait “battlefield aloofness.” This attitude creates a significant disconnect between leadership and the troops, and such a leader’s team will struggle to effectively accomplish their mission.

Context is everything in both narrative and real life, and while the accusation is never that these creators deliberately set out to discriminate against gay and female characters, the unavoidable implication is that they should have known better than to add to the sum total of those stories which, en masse, do exactly that. And if the listmakers can identify the trend so thoroughly – if, despite all the individual qualifications, protests and contextualisations of the authors, these problems can still be said to exist – then the onus, however disconnected from the work of any one individual, nonetheless falls to those individuals, in their role as cultural creators, to acknowledge the problem; to do better next time; perhaps even to apologise. This last is a particular sticking point. By and large, human beings tend not to volunteer apologies for things they perceive to be the fault of other people, for the simple reason that apology connotes guilt, and how can we feel guilty – or rather, why should we – if we’re not the ones at fault? But while we might argue over who broke a vase, the vase itself is still broken, and will remain so, its shards ground into the carpet, until someone decides to clean it up. Blog Post: Love Team Freezer

Everything we do and say will either underline or undermine our discipleship process. As long as there is one unsaved person on my campus or in my city, then my church is not big enough. One of the underlying principles of our discipleship strategy is that every believer can and should make disciples. When a discipleship process fails, many times the fatal flaw is that the definition of discipleship is either unclear, unbiblical, or not commonly shared by the leadership team. Write down what you love to do most, and then go do it with unbelievers. Whatever you love to do, turn it into an outreach. You have to formulate a system that is appropriate for your cultural setting. Writing your own program for making disciples takes time, prayer, and some trial and error—just as it did with us. Learn and incorporate ideas from other churches around the world, but only after modification to make sure the strategies make sense in our culture and community. Culture is changing so quickly that staying relevant requires our constant attention. If we allow ourselves to be distracted by focusing on the mechanics of our own efforts rather than our culture, we will become irrelevant almost overnight. The easiest and most common way to fail at discipleship is to import a model or copy a method that worked somewhere else without first understanding the values that create a healthy discipleship culture. Principles and process are much more important than material, models, and methods. The church is an organization that exists for its nonmembers. Christianity does not promise a storm-free life. However, if we build our lives on biblical foundations, the storms of life will not destroy us. We cannot have lives that are storm-free, but we can become storm-proof. Just as we have to figure out the most effective way to engage our community for Christ, we also have to figure out the most effective way to establish spiritual foundations in each unique context. There is really only one biblical foundation we can build our lives on, and that is the Lord Jesus Christ. Pastors, teachers, and church staff believe their primary role is to serve as mentors. Their task is to equip every believer for the work of the ministry. It is not to do all the ministry, but to equip all the people to do it. Their top priority is to equip disciples to do ministry and to make disciples. Do you spend more time ministering to people or preparing people to minister? No matter what your church responsibilities are, you can prepare others for the same ministry. Insecurity in leadership is a deadly thing that will destroy any organization. It drives pastors and presidents to defensive positions, protecting their authority or exercising it simply to show who is the boss. Disciple-making is a process that systematically moves people toward Christ and spiritual maturity; it is not a bunch of randomly disconnected church activities. In the context of church leadership, one of the greatest and most important applications of faith is to trust the Holy Spirit to work in and through those you are leading. Without confidence that the Holy Spirit is in control, there is no empowering, no shared leadership, and, as a consequence, no multiplication.

WHY ADDICTION IS NOT A DISEASE In its present-day form, the disease model of addiction asserts that addiction is a chronic, relapsing brain disease. This disease is evidenced by changes in the brain, especially alterations in the striatum, brought about by the repeated uptake of dopamine in response to drugs and other substances. But it’s also shown by changes in the prefrontal cortex, where regions responsible for cognitive control become partially disconnected from the striatum and sometimes lose a portion of their synapses as the addiction progresses. These are big changes. They can’t be brushed aside. And the disease model is the only coherent model of addiction that actually pays attention to the brain changes reported by hundreds of labs in thousands of scientific articles. It certainly explains the neurobiology of addiction better than the “choice” model and other contenders. It may also have some real clinical utility. It makes sense of the helplessness addicts feel and encourages them to expiate their guilt and shame, by validating their belief that they are unable to get better by themselves. And it seems to account for the incredible persistence of addiction, its proneness to relapse. It even demonstrates why “choice” cannot be the whole answer, because choice is governed by motivation, which is governed by dopamine, and the dopamine system is presumably diseased. Then why should we reject the disease model? The main reason is this: Every experience that is repeated enough times because of its motivational appeal will change the wiring of the striatum (and related regions) while adjusting the flow and uptake of dopamine. Yet we wouldn’t want to call the excitement we feel when visiting Paris, meeting a lover, or cheering for our favourite team a disease. Each rewarding experience builds its own network of synapses in and around the striatum (and OFC), and those networks continue to draw dopamine from its reservoir in the midbrain. That’s true of Paris, romance, football, and heroin. As we anticipate and live through these experiences, each network of synapses is strengthened and refined, so the uptake of dopamine gets more selective as rewards are identified and habits established. Prefrontal control is not usually studied when it comes to travel arrangements and football, but we know from the laboratory and from real life that attractive goals frequently override self-restraint. We know that ego fatigue and now appeal, both natural processes, reduce coordination between prefrontal control systems and the motivational core of the brain (as I’ve called it). So even though addictive habits can be more deeply entrenched than many other habits, there is no clear dividing line between addiction and the repeated pursuit of other attractive goals, either in experience or in brain function. London just doesn’t do it for you anymore. It’s got to be Paris. Good food, sex, music . . . they no longer turn your crank. But cocaine sure does.

Groups, teams and organisations are operating systems. Individuals don't exist as disconnected modules from others, from situations, from contexts... Build up perspective no only in yourself and your now, specially also to connections to others.

Far too many of us find God admirable but boring. The spiritual life is the “right” way, the “good” way, but excitement is found in our social calendars, favorite sports teams, sexual conquests, or career trajectories. There is a tragic disconnect between the sacred and the secular in today’s Christianity that has led to an unbiblical divorce between a “spiritual life” (made up of activities like Scripture reading, prayer, and—if you’re going for extra credit—tithing) and a “normal life” (made up of basically everything else).

If we are to use the Bible effectively, then we must use it the way God wrote it – in narrative form. Our team rejects the notion that the Bible is simply an encyclopedia of disconnected Bible verses. God's Word is less like a cookbook and more like a novel.

One of the worst disconnects of a business software development effort is seen in the gap between domain experts and software developers. Generally speaking, true domain experts are focused on delivering business value. On the other hand, software developers are typically drawn to technology and technical solutions to business problems. It’s not that software developers have wrong motivations; it’s just what tends to grab their attention. Even when software developers engage with domain experts, the collaboration is largely at a surface level, and the software that gets developed often results in a translation/mapping between how the business thinks and operates and how the software developer interprets that. The resulting software generally does not reflect a recognizable realization of the mental model of the domain experts, or perhaps it does so only partially. Over time this disconnect becomes costly. The translation of domain knowledge into software is lost as developers transition to other projects or leave the company. A different, yet related problem is when one or more domain experts do not agree with each other. This tends to happen because each expert has more or less experience in the specific domain being modeled, or they are simply experts in related but different areas. It’s also common for multiple “domain experts” to have no expertise in a given domain, where they are more of a business analyst, yet they are expected to bring insightful direction to discussions. When this situation goes unchecked, it results in blurred rather than crisp mental models, which lead to conflicting software models. Worse still is when the technical approach to software development actually wrongly changes the way the business functions. While a different scenario, it is well known that enterprise resource planning (ERP) software will often change the overall business operations of an organization to fit the way the ERP functions. The total cost of owning the ERP cannot be fully calculated in terms of license and maintenance fees. The reorganization and disruption to the business can be far more costly than either of those two tangible factors. A similar dynamic is at play as your software development teams interpret what the business needs into what the newly developed software actually does. This can be both costly and disruptive to the business, its customers, and its partners. Furthermore, this technical interpretation is both unnecessary and avoidable with the use of proven software development techniques. The solution is a key investment.

What makes a WHY powerful is its authenticity. Neither employees nor clients are fooled when an organization attempts to manufacture a WHY to suit what they feel customers want to hear. This is manipulation. The people you do business with, and the people who work with you, will sense a disconnect. Trust and loyalty will diminish (if they ever existed). When that happens, the company often resorts to discounts and other forms of manipulation to try to convince customers and employees to stay. This may work in the short term but it has no hope of long-term success.

Jesus. Chicago, Kansas City, Denver, Phoenix, L.A., and Seattle, plus two small towns she'd never heard of in the Gulf Coast region. The unit was literally scattered across the map, manpower and resources spread thinner than she'd ever known them to be. And every team was involved in high-risk operations ranging from murder to possible terrorist threats-the latter being investigations the unit had only recently begun to be called into as consultants. As far as Riley could tell, she was the only agent operating without a team, partner, or any kind of backup. But then, she was also the only one who had set off on a very unofficial investigation of a few oddities-not murder or any other major crime. Then. Now the situation was definitely high-risk. And being on her own here now was both a very bad idea, and seemingly unavoidable. Unless she bailed. Returned to Quantico. Nobody would blame her for that, not under the circumstances. Hell, when-if-she told Bishop about this latest wrinkle, he'd undoubtedly recall her without even allowing her time to pack. Riley realized she was fingering the burn at the base of her skull. She forced herself to stop, swore under her breath, and disconnected from the SCU's database. She couldn't bail. Couldn't leave. She had to know. Had to figure out what was going on. "Let's pretend," she whispered. She could do that. It's what she did best, after all. Pretend. Pretend everything was normal. Pretend there was nothing wrong with her. Pretend she wasn't terrified.

Reaching out, he took her hand. “We’re going to be ready. Whether it’s tonight, tomorrow or the next day . . . we’ll be prepared. I won’t let anyone hurt you or the kids.” Relief flickered across her face. “This isn’t your fight. I feel guilty for making it seem like it is. But I’m also glad you’re here and that makes me feel guilty again, so . . . ” “Guilt’s a useless emotion.” He made peace with that much in rehab. It was useless to feel guilty that he’d made it home alive from Pakistan when some of his team mates hadn’t been so lucky. Equally worthless was his guilt over his sense of loss about his leg when Colton hadn’t come home at all. “You need the kind of help I can provide. And I don’t mind helping. I’ve always . . . ” Liked you, is what he meant to say. Maybe cared a little. But his throat stopped working and the words remained trapped in his brain. Which had become strangely disconnected with logic. Because instead of saying more, he leaned in slightly and kissed her.

As a brief aside, nowhere in the writings of these thinkers, nor in the vast majority of works produced by later theorists in favor of free market capitalism, is the actual structure and process of production and distribution discussed. There is an explicit disconnect between “industry” and “business”, with the former related to the technical/scientific process of true economic unfolding; with the latter only pertaining to the codified market dynamics and pursuit of profit. As will be discussed more so in a moment, a central problem inherent to the capitalist mode of production is how advancements in the “industrial approach”, which can allow for increased problem resolution and the furthering of prosperity, have been blocked by the traditional, seemingly immutable tenets of the “business approach”. The latter has governed the actions of the former, to the disadvantage of the former's potential.

Once again, the proxy variables of “number of people trained on the Agile process” or “deploys per day” will only be meaningful if training or deployment are the bottleneck. But when the business is disconnected from IT, the Agile teams and DevOps pipeline never get the opportunity to become the bottleneck.

It is a common occurrence to sit with a precious but struggling son or daughter of God who shares that while they have many friendly people in their life with whom they share a hobby, workspace, or the banter of small talk, they don’t feel they really have any core friends who regularly see and pursue them. They express restlessness at the lack of a place to belong. They are lonely. At the same time, these are almost always the same people who tell me they are “just too busy” to join a small group, ministry team, or even attend church regularly. Chalking their struggles up to God’s injustice, their brokenness, or a problem with the church, most don’t stop to consider a far more obvious truth. We’ve positioned our lives at a pace that is not conducive for building deep friendships. We spend 38 days a year staring at a screen in third person, but have lost the relational rhythms of building roots with actual people.

Ironically, the more we have, the bigger our fences, the more sophisticated our security to keep people away and the less we want to share. Our desire for more, combined with our reduced physical interaction with the “common folk,” starts to create a disconnection or blindness to reality.

When your team is stuck between conflicting goals or constraints, the question that will help them get unstuck and generate ideas is, “How can we?” This question starts with the confidence that your team can succeed. We can do this. But it also includes the humility to recognize you don’t have the answer yet. We can do this—but it will take all of us to figure it out. When you ask “How can we?” it’s often useful to follow up with finding the and between two seemingly disconnected or opposing goals.

One team made a collective goal of each person having one night off per week. The “Predictable Time Off” (PTO) experiment featured a team commitment to rotate evenings where one person was totally disconnected from work and wireless devices.

In my experience, most sales shortfalls reflect either an inadequate product or a disconnect between the product and the target market. In other words, what you're offering doesn't resonate with the people you expected to like it. A strong product will generate escape velocity and find its market, even with a mediocre sales team. But even a great sales team cannot fix or compensate for product problems.

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Careful thought here will serve the Church for years to come. Churches often find themselves disconnecting their strategic plans from their grievances with church culture. Leaders see a particular problem, but we want to move past repentance right into obedience. Leadership like this only glorifies our own wisdom and righteousness. Appropriate corporate repentance magnifies the Lord of mercy in the church. Not only this, but members of our churches see what we see. When major unbiblical deviations go unaddressed, it only serves to undermine the membership’s view of the care, courage, or competency of the leadership. If we want to see something in culture change, we need to get specific. Exposition. This next stage of managing change will begin a circular process. In this stage, new identified elements of needed cultural change will be added to the existing healthy elements of culture being maintained and reinforced. The leadership team will find itself running around the process circle from exposition to illustration to incorporation to evaluation and a back again to exposition. It may take more laps than a NASCAR race, but culture will change over time. And the process must never end because the culture must be continually cultivated. Exposition is the step in the process that gives Christ-followers a tremendous confidence in the possible future for any church. While formation is always challenging, who better to understand than those the Lord is sanctifying daily? Every single day, we must come to our Bible expecting God to change us, renew us, and cause us to repent. It should be no different for the Church of God. And the means that God uses to shape individuals is the same means He will use to change a church’s culture. The teaching and preaching of God’s Word is our hope and God’s power for change. This step in culture change is so important. The Word of God is powerful to renew hearts and produce fruit among God’s people.

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