Diverse Team Quotes

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Building a high-performance board requires prioritizing diverse perspectives, including cognitive, racial, gender, and professional diversity.
Hendrith Vanlon Smith Jr. (Board Room Blitz: Mastering the Art of Corporate Governance)
When did you first feel like a grown woman and not a girl?” We wrote down our answers and shared them, first in pairs, then in larger groups. The group of women was racially and economically diverse, but the answers had a very similar theme. Almost everyone first realized they were becoming a grown woman when some dude did something nasty to them. “I was walking home from ballet and a guy in a car yelled, ‘Lick me!’” “I was babysitting my younger cousins when a guy drove by and yelled, ‘Nice ass.’” There were pretty much zero examples like “I first knew I was a woman when my mother and father took me out to dinner to celebrate my success on the debate team.” It was mostly men yelling shit from cars. Are they a patrol sent out to let girls know they’ve crossed into puberty? If so, it’s working.
Tina Fey
Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.
Suzy Kassem (Rise Up and Salute the Sun: The Writings of Suzy Kassem)
Great creative teams are diverse. They are composed of very different sorts of people with different but complementary talents.
Ken Robinson (The Element - How finding your passion changes everything)
The strength of every individual is the grace for great work.
Lailah Gifty Akita (Think Great: Be Great! (Beautiful Quotes, #1))
Maybe the critics are right. Maybe there's no escaping our great political divide, an endless clash of armies, and any attempts to alter the rules of engagement are futile. Or maybe the trivialization of politics has reached a point of no return, so that most people see it as just one more diversion, a sport, with politicians our paunch-bellied gladiators and those who bother to pay attention just fans on the sidelines: We paint our faces red or blue and cheer our side and boo their side, and if it takes a late hit or cheap shot to beat the other team, so be it, for winning is all that matters. But I don't think so. They are out there, I think to myself, those ordinary citizens who have grown up in the midst of all the political and cultural battles, but who have found a way-in their own lives, at least- to make peace with their neighbors, and themselves. ...I imagine they are waiting for a politics with the maturity to balance idealism and realism, to distinguish between what can and cannot be compromised, to admit the possibility that the other side might sometimes have a point. They don't always understand the arguments between right and left, conservative and liberal, but they recognize the difference between dogma and common sense, responsibility and irresponsibility, between those things that last and those that are fleeting. They are out there, waiting for Republicans and Democrats to catch up with them.
Barack Obama (The Audacity of Hope: Thoughts on Reclaiming the American Dream)
You can’t fully prepare. You do your best to acquire diverse skills. You try to learn from your successes and mistakes over the years. You try to assemble a team with varied talents and expertise. Mostly, you strive to stay calm enough to think clearly even under extreme pressure. You try to use the adrenaline for focus rather than panic. You stay on your toes, ready to improvise. And you hope for the best.
Brandon Mull (Keys to the Demon Prison (Fablehaven, #5))
Women and people of color who advocate for diversity and equity are often punished for their efforts in peer, team, and management evaluations. Ironically, the people who are not penalized in their evaluations for their diversity and equity efforts are—say it with me—white men.
Ijeoma Oluo (Mediocre: The Dangerous Legacy of White Male America)
We fought and argued and loved and learned through the long, cold voyage. We chose teams, disbanded, re-formed, chose again, and now the fit is perfection within diversity.
Greg Bear (Hull Zero Three)
May we unite in our diverse pursuits to create a peaceful world.
Lailah Gifty Akita (Think Great: Be Great! (Beautiful Quotes, #1))
The admiral was clearly more concerned with force diversity and the push to open the SEAL Teams to females than he was with crushing America’s enemies. Whatever got him his next star.
Jack Carr (The Terminal List (Terminal List, #1))
The different shades of colours present cultural diversity.
Lailah Gifty Akita (Think Great: Be Great! (Beautiful Quotes, #1))
diverse teams make better mousetraps.
Scott E. Page (The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies)
Jake, our fearless leader. On a crazed kamikaze mission. I’d never seen him like this. Even in our lowest moments, he’d always been steady. Resolute. He weighed the costs, made a decision, forged ahead. And I’d always wondered how he did it. How he kept it straight in his mind. Yeerks. Visser One. Aliens conquering humans, conquering the planet. Fighting the enemy without becoming like them. How did he sort through all that? The emotions, the ethical dilemmas, the moral crises? How did he wrap his brain around it all so he could make logical decisions? Smart decisions. The kind that saved the lives of his team. The kind that set the enemy back a small step or two. But now I knew. Jake didn’t understand any of it better than the rest of us did. If he defeated the Yeerks, freed humanity, rescued Earth, that was good. But that was just a bonus. His main goal was much simpler. To save his family. That goal was what had given him strength. That goal was what had kept him sane. Allowed him to retain a center of calm focus amid the awful chaos. His family.
Katherine Applegate (The Diversion (Animorphs, #49))
Study after study shows that diverse teams perform better. In a 2014 report for Scientific American, Columbia professor Katherine W. Phillips examined a broad cross section of research related to diversity and organizational performance. And over and over, she found that the simple act of interacting in a diverse group improves performance, because it “forces group members to prepare better, to anticipate alternative viewpoints and to expect that reaching consensus will take effort.
Sara Wachter-Boettcher (Technically Wrong: Sexist Apps, Biased Algorithms, and Other Threats of Toxic Tech)
It's common to think of people in the military as conformists. But that's far from the truth in our community. Some pretty capable and colorful types join the SEAL teams, looking for bigger challenges than their high-flying careers or other interesting backgrounds can offer. Whether doctors, lawyers, longshoreman, college dropout, engineer or NCAA Division I superathlete, they were more than just good special operators. They were a cohesive team whose strength came from their widely diverse talents, educational backgrounds, upbringings, perspectives, and capabilities. They're all-American and patriotic, with a combination of practical intelligence and willpower that you don't want to get crossways with. Streetwise, innovative, adaptable, and often highly intellectual--these are all words that apply to the community. And the majority are so nice that it can be hard to envision their capacity for violent mayhem. BUD/S filters out four of five aspirants, leaving behind only the hardest and most determined--the best. I was so proud and humbled to be part of the brotherhood.
Marcus Luttrell (Service: A Navy SEAL at War)
Why are we so hesitant about working in diverse teams? The reason is at least in part a function of human nature. Humans have a tendency to stick with people who are like themselves and avoid those who are different. Psychologists have a name for this tendency. They call it the similar-attraction effect.
Frans Johansson (Medici Effect: What Elephants and Epidemics Can Teach Us About Innovation)
Individual creators started out with lower innovativeness than teams—they were less likely to produce a smash hit—but as their experience broadened they actually surpassed teams: an individual creator who had worked in four or more genres was more innovative than a team whose members had collective experience across the same number of genres. Taylor and Greve suggested that “individuals are capable of more creative integration of diverse experiences than teams are.
David Epstein (Range: Why Generalists Triumph in a Specialized World)
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.
Heather McGhee (The Sum of Us: What Racism Costs Everyone and How We Can Prosper Together (One World Essentials))
The most significant trend in human creativity is the shift from individuals to teams, and the gap between teams and individuals is increasing with time’, Uzzi writes.
Matthew Syed (Rebel Ideas: The Power of Diverse Thinking)
Intrinsically we humans want to be happy, and happiness derives from having purpose, pursuit towards interesting and challenging ‘something’ that is greater than oneself.
Ines Garcia (Becoming more Agile whilst delivering Salesforce)
Team Diversity is the easiest and, at the same time, one of the most effective means of reducing bias
Murat Durmus (The AI Thought Book: Inspirational Thoughts & Quotes on Artificial Intelligence (including 13 colored illustrations & 3 essays for the fundamental understanding of AI))
People with personal mastery get along with diverse people easily and lead others better, and in turn, contribute their share for the betterment of their companies.
Assegid Habtewold (Soft Skills That Make or Break Your Success: 12 soft skills to master yourself, become a team player, and lead your company to absolute success)
Will having more women on your team result in greater profitability? Actually, yes.
Ruchika Tulshyan (The Diversity Advantage: Fixing Gender Inequality In the Workplace)
Diversity of skills is an important element of any effective team.
Bill George (Discover Your True North)
The uniqueness of different colours represents the uniqueness of individuals!
Lailah Gifty Akita (Pearls of Wisdom: Great mind)
The Fourth Law: While team success requires diversity and balance, a single individual will receive credit for the group’s achievements.
Albert-László Barabási (The Formula: The Universal Laws of Success)
We are more than any family could be. We fought and argued and loved and learned through the long, cold voyage. We chose teams, disbanded, re-formed, chose again, and now the fit is perfection within diversity.
Greg Bear (Hull Zero Three)
Creative teams are dynamic. Diversity of talents is important, but it is not enough. Different ways of thinking can be an obstacle to creativity. Creative teams find ways of using their differences as strengths, not weaknesses.
Ken Robinson (The Element: How Finding Your Passion Changes Everything)
People don’t adopt their ideologies at random, or by soaking up whatever ideas are around them. People whose genes gave them brains that get a special pleasure from novelty, variety, and diversity, while simultaneously being less sensitive to signs of threat, are predisposed (but not predestined) to become liberals. They tend to develop certain “characteristic adaptations” and “life narratives” that make them resonate—unconsciously and intuitively—with the grand narratives told by political movements on the left (such as the liberal progress narrative). People whose genes give them brains with the opposite settings are predisposed, for the same reasons, to resonate with the grand narratives of the right (such as the Reagan narrative). Once people join a political team, they get ensnared in its moral matrix. They see confirmation of their grand narrative everywhere, and it’s difficult—perhaps impossible—to convince them that they are wrong if you argue with them from outside of their matrix. I suggested that liberals might have even more difficulty understanding conservatives than the other way around, because liberals often have difficulty understanding how the Loyalty, Authority, and Sanctity foundations have anything to do with morality. In particular, liberals often have difficulty seeing moral capital, which I defined as the resources that sustain a moral community.
Jonathan Haidt (The Righteous Mind: Why Good People Are Divided by Politics and Religion)
The coaches let me prove myself, they gave me a chance to show how my difference could be a strength. That understanding, that diversity of strength, was critical to the team and made it possible for me to be judged on my athletic merits alone.
Jen Welter (Play Big: Conquer Your Fears and Make Your Dreams a Reality - Lessons from the First Woman to Coach in the NFL)
Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.
Scott M. Graffius (Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change)
Imagine going to work every day to do only and exactly what you love!! All the work gets done because of the abundant diversity of your team. Different skills, interests and talents are woven together into a whole that is much greater than the sum of the parts!
Denise Moreland (Management Culture)
There is an amazing beauty and strength in diversity. Everyone has something special to offer, everyone has a gift that can add value to the organization, community and even the world. People with different tribe, race, religion and nationality can come together and accomplish something extraordinary. The key is the culture of unity and team work.
Farshad Asl (The "No Excuses" Mindset: A Life of Purpose, Passion, and Clarity)
When seeking innovation in knowledge-based industries,” they wrote, “it is best to find one ‘super’ individual. If no individual with the necessary combination of diverse knowledge is available, one should form a ‘fantastic’ team.” Diverse experience was impactful when created by platoon in teams, and even more impactful when contained within an individual.
David Epstein (Range: Why Generalists Triumph in a Specialized World)
The thing about Markham that keeps it off my radar is that it pretty much doesn’t have a single team that I can bet on, or against. I’m not saying that reflects negatively on Markham as an institution; it is known for turning out leaders in fields as diverse as the sciences, math, engineering, and the arts. That’s all well and good, but it doesn’t get you into a bowl game.
David Rosenfelt (Who Let the Dog Out? (Andy Carpenter #13))
As I build new teams in the future, I will not pursue uniformity in thought process, giftedness, race, or specific religious denomination. In fact, I will pursue diversity in these areas with a vengeance. But I will make sure that each person walking in the door of any organization I lead is a huge fan of our core goals and values. It will make all the difference in the world.
Phil Vischer (Me, Myself, and Bob: A True Story About Dreams, God, and Talking Vegetables)
group deliberation often adds more error in bias than it removes in noise. Organizations that want to harness the power of diversity must welcome the disagreements that will arise when team members reach their judgments independently. Eliciting and aggregating judgments that are both independent and diverse will often be the easiest, cheapest, and most broadly applicable decision hygiene strategy.
Daniel Kahneman (Noise)
Brainstorming can also be done before the meeting and is best done individually or in very small groups. When I taught at the Stanford design school, I consistently saw how teams who brainstormed individually before coming together not only generated better ideas but were also more likely to have a wider diversity of solutions as they were less likely to be overrun by the louder, more dominating members of the group.
Nir Eyal (Indistractable: How to Control Your Attention and Choose Your Life)
American Indians share a magnificent history — rich in its astounding diversity, its integrity, its spirituality, its ongoing unique culture and dynamic tradition. It's also rich, I'm saddened to say, in tragedy, deceit, and genocide. Our sovereignty, our nationhood, our very identity — along with our sacred lands — have been stolen from us in one of the great thefts of human history. And I am referring not just to the thefts of previous centuries but to the great thefts that are still being perpetrated upon us today, at this very moment. Our human rights as indigenous peoples are being violated every day of our lives — and by the very same people who loudly and sanctimoniously proclaim to other nations the moral necessity of such rights. Over the centuries our sacred lands have been repeatedly and routinely stolen from us by the governments and peoples of the United States and Canada. They callously pushed us onto remote reservations on what they thought was worthless wasteland, trying to sweep us under the rug of history. But today, that so-called wasteland has surprisingly become enormously valuable as the relentless technology of white society continues its determined assault on Mother Earth. White society would now like to terminate us as peoples and push us off our reservations so they can steal our remaining mineral and oil resources. It's nothing new for them to steal from nonwhite peoples. When the oppressors succeed with their illegal thefts and depredations, it's called colonialism. When their efforts to colonize indigenous peoples are met with resistance or anything but abject surrender, it's called war. When the colonized peoples attempt to resist their oppression and defend themselves, we're called criminals. I write this book to bring about a greater understanding of what being an Indian means, of who we are as human beings. We're not quaint curiosities or stereotypical figures in a movie, but ordinary — and, yes, at times, extraordinary — human beings. Just like you. We feel. We bleed. We are born. We die. We aren't stuffed dummies in front of a souvenir shop; we aren't sports mascots for teams like the Redskins or the Indians or the Braves or a thousand others who steal and distort and ridicule our likeness. Imagine if they called their teams the Washington Whiteskins or the Washington Blackskins! Then you'd see a protest! With all else that's been taken from us, we ask that you leave us our name, our self-respect, our sense of belonging to the great human family of which we are all part. Our voice, our collective voice, our eagle's cry, is just beginning to be heard. We call out to all of humanity. Hear us!
Leonard Peltier (Prison Writings)
I had worked for a number of organizations that struggled to create meaningful opportunities for people of color, but I had never heard anyone make an overt case in favor of assimilation - particularly at an organization that promoted diversity in its mission statements and messaging. Granted, many people of color on our team had grown suspicious of those statements, suspecting that the organization wanted our racial diversity without our diversity of thought and culture.
Austin Channing Brown (I'm Still Here: Black Dignity in a World Made for Whiteness)
I love football. I love the aesthetics of football. I love the athleticism of football. I love the movement of the players, the antics of the coaches. I love the dynamism of the fans. I love their passion for their badge and the colour of their team and their country. I love the noise and the buzz and the electricity in the stadium. I love the songs. I love the way the ball moves and then it flows and the way a teams fortune rises and falls through a game and through a season. But what I love about football is that it brings people together across religious divides, geographic divides, political divides. I love the fact that for ninety minutes in a rectangular piece of grass, people can forget hopefully, whatever might be going on in their life, and rejoice in this communal celebration of humanity. The biggest diverse, invasive or pervasive culture that human kinds knows is football and I love the fact that at the altar of football human kind can come worship and celebrate.
Andy Harper
The Marblehead Regiment was blessed with considerable talent. Natural leaders who spent their lives ordering men in extreme hardships, sea captains commanded many of the companies, as they were well practiced in making split-second, lifesaving decisions involving one of the most brutal forces of nature: the ocean. Many of the men they commanded were weathered from the sea and worked as a team on the cramped quarters of fishing schooners, where each man depended on the other: race was eclipsed by survival.
Patrick K. O'Donnell (The Indispensables: The Diverse Soldier-Mariners Who Shaped the Country, Formed the Navy, and Rowed Washington Across the Delaware)
To say that feminism is good for boys, that diversity makes a stronger team, or that collective liberation promises a greater, deeper freedom than the individual freedoms we know is comforting and true enough. But just as true, and significantly less consoling, is the guarantee that some will find the world less comfortable in the process of making it habitable for others. It would be easier to give up some privileges if it weren’t so traumatic to lose, as it is in our ruthlessly competitive and frequently undemocratic country.
Dayna Tortorici (In the Maze : Must history have losers?)
By any measure, Edison was a true genius, a towering figure in nineteenth-century innovation. But as the story of the lightbulb makes clear, we have historically misunderstood that genius. His greatest achievement may have been the way he figured out how to make teams creative: assembling diverse skills in a work environment that valued experimentation and accepted failure, incentivizing the group with financial rewards that were aligned with the overall success of the organization, and building on ideas that originated elsewhere.
Steven Johnson (How We Got to Now: Six Innovations That Made the Modern World)
The problem isn’t meetings themselves—it’s how we run them. Think about the brainstorming sessions you’ve attended. You’ve probably seen people bite their tongues due to ego threat (I don’t want to look stupid), noise (we can’t all talk at once), and conformity pressure (let’s all jump on the boss’s bandwagon!). Goodbye diversity of thought, hello groupthink. These challenges are amplified for people who lack power or status: the most junior person in the room, the sole woman of color in a team of bearded white dudes, the introvert drowning in a sea of extraverts.
Adam M. Grant (Hidden Potential: The Science of Achieving Greater Things)
Project managers operate in a global environment and work on projects characterized by cultural diversity. Team members often have diverse industry experience, know multiple languages, and sometimes operate in the “team language” that may be a different language or norm than their native one. The project management team should capitalize on cultural differences, focus on developing and sustaining the project team throughout the project life cycle, and promote working together interdependently in a climate of mutual trust. Developing the project team improves the people skills, technical competencies, and overall team environment and project performance.
Project Management Institute (A Guide to the Project Management Body of Knowledge (Pmbok Guide))
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.
James M. Kouzes (The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations)
Mi-am conturat o lume imaginară încă de când te-am cunoscut. Lumea mea te viza pe tine, în diverse momente din viață, iar în toate momentele mă țineai de mănă mândru și încrezător în viitorul nostru. N-am să neg vreo secundă că nu te-am dorit din prima clipă în care mi-ai zâmbit. Ești conștient de farmecul pe care-l ai și mizezi pe asta când vine vorba de femei. Poate mă grăbesc puțin cu afirmațiile, însă nu mi-e rușine să recunosc adevarul. Sunt un om deschis și sincer care așteaptă același tratament. Nu-mi promite cuvinte fără sens, sentimente pe care nu ești capabil să le trăiești, ori povești de iubire fără conținut. Nu-mi promite nimic din ce nu ești dispus să oferi. Și dacă vrei să-ți dau voie să-mi fii alaturi, trebuie doar să mă iubești, iar eu îți promit că voi fi ca umbra; alături de tine toată viața.
Mihaela Felicia Gogan (Plăceri de diamant)
made some teams much better than others. What they found was that individual intelligence (as measured by IQ) didn’t make the big difference. Having a high aggregate intelligence or just one or two superstars wasn’t critical. The groups that surfaced more and better solutions shared three key qualities. First, they gave one another roughly equal time to talk. This wasn’t monitored or regulated, but no one in these high-achieving groups dominated or was a passenger. Everyone contributed and nothing any one person said was wasted. The second quality of the successful groups was social sensitivity: these individuals were more tuned in to one another, to subtle shifts in mood and demeanor. They scored more highly on a test called Reading the Mind in the Eyes, which is broadly considered a test for empathy. These groups were socially alert to one another’s needs. And the third distinguishing feature was that the best groups included more women, perhaps because that made them more diverse, or because women tend to score more highly on tests for empathy. What this (and much more) research highlights is just how critical the role of social connectedness can be. Reading the research, I
Margaret Heffernan (Beyond Measure: The Big Impact of Small Changes (TED))
Chemical fertilizers, pesticides, insecticides, and fungicides affect the soil food web, toxic to some members, warding off others, and changing the environment. Important fungal and bacterial relationships don’t form when a plant can get free nutrients. When chemically fed, plants bypass the microbial-assisted method of obtaining nutrients, and microbial populations adjust accordingly. Trouble is, you have to keep adding chemical fertilizers and using “-icides,” because the right mix and diversity—the very foundation of the soil food web—has been altered. It makes sense that once the bacteria, fungi, nematodes, and protozoa are gone, other members of the food web disappear as well. Earthworms, for example, lacking food and irritated by the synthetic nitrates in soluble nitrogen fertilizers, move out. Since they are major shredders of organic material, their absence is a great loss. Without the activity and diversity of a healthy food web, you not only impact the nutrient system but all the other things a healthy soil food web brings. Soil structure deteriorates, watering can become problematic, pathogens and pests establish themselves and, worst of all, gardening becomes a lot more work than it needs to be.
Jeff Lowenfels (Teaming with Microbes: The Organic Gardener's Guide to the Soil Food Web)
Non è mica la fine del mondo se perdiamo," disse Francis. "Non perderci il sonno." Era questo ciò che odiava di lui - il suo accettare la sconfitta ancora prima che fosse avvenuta. Era il suo modo di consolare il team, supponeva: lui era convinto fosse meglio aspettarsi il peggio e rimanere piacevolmente sorpresi piuttosto che rimanere devastati da una sconfitta inaspettata. Dan pensava che un allenatore non avesse alcun diritto di essere così pessimista. Lei non voleva un allenatore in grado di indorarle la pillola. Ne voleva uno che credesse nell'impossibile. "Non posso permettermi di perdere," gli disse Dan. "Devo arrivare alle finali se spero di attirare l'attenzione di un reclutatore." "Danielle, voglio che tu comprenda una cosa." "Io sono brava," insistette Dan. "Lo sono abbastanza da superare la selezione." "Tu hai molto talento..." "Non sia condiscendente con me, Coach." "Tu sei straordinaria," le disse, "ma essere bravi non è sufficiente. Tu sei una ragazza." "Non significa niente." "Significa tutto, invece. Forse non è giusto, ma così stanno le cose. Gli uomini sono più veloci e hanno più forza. Possono colpire più duramente e lanciare più lontano. E nulla potrà cambiare questo pregiudizio. Se un allenatore fosse costretto a scegliere tra un uomo e una donna, sceglierebbe sempre l'uomo." "Ci sono diverse donne che giocano in squadre universitarie." "Non ho detto che non ci sono," obiettò Francis. "Ho detto che loro sono l'eccezione.
Nora Sakavic
In the end, Putin won with the aid of Americans who had turned on their own values. The news media assisted greatly by elevating stolen innocuous emails from an insecure party server to a national crisis in which the victims were treated suspiciously. To Trump supporters it validated everything they ever suspected about Hillary Clinton—she hid emails, which meant she was a liar. No matter that Trump voters elected a man who openly embraced white supremacy, rejected diversity, abhorred global engagement, ignored his own corruption, and enlisted his own family and staff as royalty to be worshipped. Trump voters saw these traits as perks. They viewed nepotism, largess, and excess as virtues of a business and political shark. If he vocally stood against virtually all gains America had made in equality and global economic expansion since 1964 and it got him elected, then all the better that he hold those positions. By all means necessary was Trump’s apparent motto for the 2016 election. Russian intelligence lived by that motto too. The spies of the Red Square were shameless enough but the real scandal was that Team Trump saw nothing wrong with it. Trump voters had blindly elected him despite knowing that Russia had intervened in the electoral process. They cared not that Trump’s own surprising level of slavish devotion to Putin was suspicious. It. Did. Not. Matter. Trump had created a cult of personality in the white lower class so that they worshipped his every word and challenged the veracity of anything negative said against him. This worked out well for Putin. For the
Malcolm W. Nance (The Plot to Destroy Democracy: How Putin and His Spies Are Undermining America and Dismantling the West)
Legacy items. That’s the term we used to describe these golden moments. Sometimes we even knew what it meant. Taking out bin Laden was a legacy item. So was rescuing the auto industry, bringing troops home from Iraq and Afghanistan, or repealing “Don’t Ask, Don’t Tell.” But just as often, we imagined our legacy with the starry eyes of a hobo describing the Big Rock Candy Mountain. We dreamed of a distant utopia, a sunny political paradise, where the credit flows like a waterfall and approvals stay sky-high. We weren’t there yet. With twenty months to go until POTUS left office, our place in history was far from certain. But inside the building, something had undoubtedly changed. President Obama’s jaunty, let’s-go-for-it attitude was infectious. We no longer felt like turtles in our shells. Our growing confidence was matched by growing competence as well. That’s not to disparage the early days: as White Houses go, Obama’s functioned fairly smoothly from the start. Still, the longer POTUS ran the institution, the more we learned from our mistakes. After the Healthcare.gov disaster, we began “red-teaming” a growing number of big decisions, assigning designated cynics to guard against undiluted hope. Confronted with its lack of diversity, Obamaworld gradually became a place where rooms full of white guys were the exception and not the rule. Baby steps, I know. But these baby steps made us a unicorn among bureaucracies—we improved over time. Somewhat to my astonishment, so did I. At the risk of sounding boastful, I had now gone two full years without angering a sovereign nation. Even better, the White House finally felt like home. There was no one moment when the transformation happened. I didn’t burst forth from a cocoon. It was more like learning a language. You study, you practice, you embarrass yourself. And then one day someone cuts you off in traffic and you call them a motherfucker in perfect Portuguese. Whoa, you think. I guess I’m learning.
David Litt (Thanks, Obama: My Hopey, Changey White House Years)
What exogenous causes are shifting the allocation of moral intuitions away from community, authority, and purity and toward fairness, autonomy, and rationality? One obvious force is geographic and social mobility. People are no longer confined to the small worlds of family, village, and tribe, in which conformity and solidarity are essential to daily life, and ostracism and exile are a form of social death. They can seek their fortunes in other circles, which expose them to alternative worldviews and lead them into a more ecumenical morality, which gravitates to the rights of individuals rather than chauvinistic veneration of the group. By the same token, open societies, where talent, ambition, or luck can dislodge people from the station in which they were born, are less likely to see an Authority Ranking as an inviolable law of nature, and more likely to see it as a historical artifact or a legacy of injustice. When diverse individuals mingle, engage in commerce, and find themselves on professional or social teams that cooperate to attain a superordinate goal, their intuitions of purity can be diluted. One example, mentioned in chapter 7, is the greater tolerance of homosexuality among people who personally know homosexuals. Haidt observes that when one zooms in on an electoral map of the United States, from the coarse division into red and blue states to a finer-grained division into red and blue counties, one finds that the blue counties, representing the regions that voted for the more liberal presidential candidate, cluster along the coasts and major waterways. Before the advent of jet airplanes and interstate highways, these were the places where people and their ideas most easily mixed. That early advantage installed them as hubs of transportation, commerce, media, research, and education, and they continue to be pluralistic—and liberal—zones today. Though American political liberalism is by no means the same as classical liberalism, the two overlap in their weighting of the moral spheres. The micro-geography of liberalism suggests that the moral trend away from community, authority, and purity is indeed an effect of mobility and cosmopolitanism.202
Steven Pinker (The Better Angels of Our Nature: Why Violence Has Declined)
Should I be scared?” “I think you should get ready for quite an inquiry, but they’re necessary questions that must be answered if I want to ask you out on a second date.” “What if I don’t want to go on a second date?” “Hmm.” He taps his chin with his fork, ready to dig in the minute the plate arrives at our table. “That’s a good point. All right. If the question arose, would you go on a second date with me?” “Well, now I feel pressured to say yes just so I can hear the inquiry.” “You’re going to have to deal with the pressure, sweet cheeks.” “Fine. Hypothetically, if you were to ask me out on a second date, I would hypothetically, possibly say yes.” “Great.” He bops his own nose with his fork and then sets it down on the table. “Here goes.” He looks serious; both his hands rest palm down on the table and his shoulders stiffen. Looking me dead in the eyes, he asks, “Bobbies and Rebels are in the World Series, what shirt do you wear?” “Bobbies obviously.” He blinks. Sits back. “What?” “Bobbies for life.” “But I’m on the Rebels.” “Yes, but are we dating, are we married? Are we just fooling around? There’s going to have to be a huge commitment on my part in order to put a Rebels shirt on. Sorry.” “We’re dating.” “Eh.” I wave my hand. “Fine. We’re living together.” “Hmm, I don’t know.” I twist a strand of hair in my finger. “Christ, we’re married.” “Ugh.” I wince. “I’m sorry, I just don’t think it will ever happen.” “Not even if we’re married, for fuck’s sake?” he asks, dumbfounded. It’s endearing, especially since he’s pushing his hand through his hair in distress, tousling it. “Do we have kids?” I ask. “Six.” “Six?” Now it’s time for my eyes to pop out of their sockets. “Do you really think I want to birth six children?” “Hell, no.” He shakes his head. “We adopted six kids from all around the world. We’re going to have the most diverse and loving family you’ll ever see.” Adopting six kids, now that’s incredibly sweet. Or mad? No, it’s sweet. In fact, it’s extremely rare to meet a man who not only knows he wants to adopt kids, but is willing to look outside of the US, knowing how much he could offer that child. Good God, this man is a unicorn. “We have the means for it, after all,” he says, continuing. “You’re taking over the city of Chicago, and I’ll be raining home runs on every opposing team. We would be the power couple, the new king and queen of the city. Excuse me, Oprah and Steadman, a new, hip couple is in town. People would wear our faces on their shirts like the royals in England. We’re the next Kate and William, the next Meghan and Harry. People will scream our name and then faint, only for us to give them mouth-to-mouth because even though we’re super famous, we are also humanitarians.” “Wow.” I sit back in my chair. “That’s quite the picture you paint.” I know what my mom will say about him already. Don’t lose him, Dorothy. He’s gold. Gorgeous and selfless. “So . . . with all that said, our six children at your side, would you wear a Rebels shirt?” I take some time to think about it, mulling over the idea of switching to black and red as my team colors. Could I do it? With the way Jason is smiling at me, hope in his eyes, how could I ever deny him that joy—and I say that as if we’ve been married for ten years. “I would wear halfsies. Half Bobbies, half Rebels, and that’s the best I can do.” He lifts his finger to the sky. “I’ll take it.
Meghan Quinn (The Lineup)
Individuals on teams with higher psychological safety are less likely to leave Google, they’re more likely to harness the power of diverse ideas from their teammates, they bring in more revenue, and they’re rated as effective twice as often by executives. The term “psychological safety” was coined by Amy Edmondson, an organizational behavioral scientist at Harvard. In her TEDx talk, Edmondson defines psychological safety as “a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.
Nir Eyal (Indistractable: How to Control Your Attention and Choose Your Life)
The complex nature of today's innovations requires teams of people with diverse skills. As Victor Hwang and Greg Horowitt describe in their book, The Rainforest: The Secret to Building the Next Silicon Valley, we are in need of diverse teams more than ever, but we are unfortunately hardwired to distrust people who are different from us. The ability to consistently overcome this limitation of human nature separates vibrant innovation systems from the others.
Brad Feld (The Startup Community Way: Evolving an Entrepreneurial Ecosystem (Techstars))
The scientists chalked up the flocks’ greater successes to the odds that they included birds with varying abilities, experiences, and temperaments: “Large groups succeed because they’re more likely to contain a diverse range of individuals,” the team writes, “some of whom will be very good at problem-solving.
Jennifer Ackerman (The Genius of Birds)
The Twelve Behaviors 1.​Focus on customers and growth (serve customers well and aggressively pursue growth). 2.​Lead impactfully (think like a leader and serve as a role model). 3.​Get results (consistently meet any commitments that you make). 4.​Make people better (encourage excellence in peers, subordinates, and/or managers). 5.​Champion change (drive continuous improvement in our operations). 6.​Foster teamwork and diversity (define success in terms of the entire team). 7.​Adopt a global mind-set (view the business from all relevant perspectives, and see the world in terms of integrated value chains). 8.​Take risks intelligently (recognize that we must take greater but smarter risks to generate better returns). 9.​Be self-aware (recognize your behavior and how it affects those around you). 10.​Communicate effectively (provide information to others in a timely, concise, and thoughtful way). 11.​Think in an integrative fashion (make more holistic decisions beyond your own bailiwick by applying intuition, experience, and judgment to the available data). 12.​Develop technical or functional excellence (be capable and effective in your particular area of expertise).
David Cote (Winning Now, Winning Later: How Companies Can Succeed in the Short Term While Investing for the Long Term)
During an interview with Diversity Inc.’s director of research and product development, she walked me through a typical presentation used to pitch the value of the company’s software to prospective clients. I learned that their products are especially valuable to those industries not allowed to collect ethno-racial data directly from individuals because of civil rights legislation that attempts to curb how these data are used to discriminate. But now those who work in finance, housing, and healthcare can use predictive software programs to ascertain information that they cannot request directly. The US Health Insurance Portability and Accountability Act (HIPAA) privacy rule, for example, strictly monitors the collection, storage, and communication of individuals’ “protected health information,” among other features of the law. This means that pharmaceutical companies, which market to different groups, need indirect methods to create customer profiles, because they cannot collect racial-ethnic data directly. This is where Diversity Inc. comes in. Its software programs target customers not only on the basis of race and ethnicity, but also on the basis of socioeconomic status, gender, and a growing list of other attributes. However, the company does not refer to “race” anywhere in their product descriptions. Everything is based on individuals’ names, we are told. “A person’s name is data,” according to the director of research and product development. She explains that her clients typically supply Diversity Inc. with a database of client names and her team builds knowledge around it. The process, she says, has a 96 percent accuracy rate, because so many last names are not shared across racial–ethnic groups – a phenomenon sociologists call “cultural segregation.”18
Ruha Benjamin (Race After Technology: Abolitionist Tools for the New Jim Code)
3D Art Outsourcing & Game Art Design Companies By Game Art Outsourcing Studio A 3D game art outsourcing company can outsource the game art to extra game developers. Game art is separated into two categories which are 2D and 3D game art. In 2D art outsourcing, game developers outsource their 2D oriented design to the game artists. 2D game artist focus in produce the thought as well as the texture of the game. 3D game artist deliberate on fabricating the animation of games; which include models and 3D environment. It is also potential to get a game art company that has artists who focus in both 2D and 3D game art. Game 3D Art Outsourcing company give lots of reward to game developers. The major advantage is that game developers are able to delegate all their work to diverse companies so that the work get concluded in a very short length of time. This, therefore, make it feasible for a game developer to discharge a game in lesser phase of time. Time full in developing a game is very central since if the game take too long to be unconfined, technology worn in the game may quickly be out of manner. Hence, it is very significant for 3D Game Designer to outsource their gaming growth work to guarantee that all games are out in ideal occasion, i.e., while there is publicity in the market. 3D Game outsourcing company make it potential for a game developer to construct games of finest value. It is well-known by professional and while game developers rush with their work in arrange to try and cut the occasion really required in increasing a game, quality of the pastime is regrettably compromised. On the other pass, if they break down the labor into programming, art, level scheming and sound engineering, they can shun poverty of superiority. It is potential to outsource every work to the diverse team of game development company. By receiving in touch with encoding and Art Outsourcing Studio game designers, it is probable to get the best entity for each part of game conniving. When the labour is outsourced, every section will have adequate time to focus in their area and once everything has been mutual together, a superb game is shaped. As a game developer, it is very significant to outsource your Game Art Design Company frequently. This is because hiring diverse game art designers make your games exclusively diverse each time. This is incredibly significant if you want to market a game effectively because it must have amazing completely diverse to offer as compare to your previous games. For example, it should contain the upgrade of features that were liked by patrons who used last account. Doing that is very easy as you only require a long term game outsourcing company for your game art and design.
GameYan
Your Trusted Source for High-Quality GC Sheets in Dindigul When it comes to sourcing top-notch GC sheets in Dindigul, one name stands out prominently - Shree Sivabalaaji Steels. Renowned for its commitment to quality and excellence, this company has established itself as a reliable supplier of galvanized corrugated (GC) sheets, catering to various industries and construction needs. At Shree Sivabalaaji Steels, quality is the cornerstone of their operations. They understand the significance of using superior-grade materials for construction and industrial purposes. GC sheets offered by the company are manufactured using advanced technology, ensuring durability, strength, and resistance to environmental factors. This ensures that the sheets maintain their integrity over time, even in harsh conditions. Variety is another feather in Shree Sivabalaaji Steels' cap. The company provides a wide range of GC sheet options to meet the diverse needs of its customers. Whether you require sheets of different thicknesses, sizes, or coatings, they have it all. This extensive selection empowers customers to choose the perfect GC sheets that align with their project requirements. One of the factors that set Shree Sivabalaaji Steels apart is their unwavering commitment to customer satisfaction. Their team of experienced professionals is always ready to assist clients in selecting the right type of GC sheets based on their specific needs. Whether it's for roofing, wall cladding, or any other application, customers can rely on their expertise to make informed decisions. Time efficiency and punctuality are the driving forces behind Shree Sivabalaaji Steels' operations. They understand that in the construction industry, timely delivery is of the essence. The company has implemented streamlined processes to ensure that customers receive their GC sheet orders on schedule, minimizing project delays and interruptions. Environmental consciousness is a key aspect of Shree Sivabalaaji Steels' philosophy. They recognize their responsibility towards sustainable practices and offer GC sheets that are manufactured using eco-friendly processes. This not only reflects their commitment to the environment but also resonates with customers who prioritize green building materials. Competitive pricing is yet another advantage that customers enjoy when partnering with Shree Sivabalaaji Steels. Despite offering high-quality GC sheets, the company maintains a pricing strategy that remains accessible and competitive. This affordability, coupled with the quality of their products, makes them a preferred choice among contractors, builders, and industries. In conclusion, for those seeking top-grade GC sheets in Dindigul, Shree Sivabalaaji Steels emerges as a reliable and customer-centric option. With their focus on quality, variety, expertise, punctuality, sustainability, and affordability, they have rightfully earned their reputation as a go-to supplier for GC sheets in the region. When you choose Shree Sivabalaaji Steels, you're not just purchasing construction materials; you're investing in a partnership that prioritizes your project's success.
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Extending this metaphor to organizations, it’s not sufficient to just have diverse people on a team—it’s also important to recognize and utilize the unique capabilities that they bring to the table.
Robert Livingston (The Conversation: How Seeking and Speaking the Truth About Racism Can Radically Transform Individuals and Organizations)
Four people is about the right size for an interview committee. Ideally, the interviewing committee is diverse. If you’re a female candidate, it can be off-putting if everyone who interviews you is male. If you’re an underrepresented minority, it can be frustrating if everyone who interviews you is of the same ethnicity. It’s also helpful if at least one of the interviewers is on another team. This prevents “desperation hiring.” When there’s a “hole” on a team, people become so eager to fill the position that they ignore warning signals. Somebody who isn’t feeling the pain of the hole on the team as acutely is more likely to point out these danger signs.
Kim Malone Scott (Radical Candor: How to Get What You Want by Saying What You Mean (Expert Thinking))
The cultural databases that underpin this book have been extended to include not only more cases and more country data from more respondents but also a whole wealth of cultural measurements of competences, dilemmas and their reconciliations, servant leadership across cultures, innovation paradigms across cultures, and multicultural and remote team effectiveness.
Fons Trompenaars (Riding the Waves of Culture, Fourth Edition: Understanding Diversity in Global Business)
responses to our deductive assessments of intercultural competence and transcultural leadership, corporate effectiveness and sustainability, cultural aspects of personality and team development, and innovation.
Fons Trompenaars (Riding the Waves of Culture, Fourth Edition: Understanding Diversity in Global Business)
First, on a multicultural team, you can save time by having as few people in the group work across cultures as possible. For example, if you are building a global team that includes small groups of participants from four countries, choose one or two people from each country—the most internationally experienced of the bunch—to do most of the cross-cultural collaborating. Meanwhile, you can leave the others to work in the local way that is most natural to them. That way, you can have the innovation from the combination of cultures, while avoiding the inefficiency that comes with the clash of cultures. Second, think carefully about your larger objectives before you mix cultures up. If your goal is innovation or creativity, the more cultural diversity the better, as long as the process is managed carefully. But if your goal is simple speed and efficiency, then monocultural is probably better than multicultural. Sometimes, it is simply better to leave Rome to the Romans.
Erin Meyer (The Culture Map: Breaking Through the Invisible Boundaries of Global Business)
Above all, we will see why teams of rebels beat teams of clones.
Matthew Syed (Rebel Ideas: The Power of Diverse Thinking)
Those with the least social capital and power shouldn’t be asked to instigate the most change.
Rohit Bhargava (Beyond Diversity)
Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability
Carolyn Taylor (Walking the Talk: Building a Culture for Success (Revised Edition))
What these companies need is a tech-savvy workforce with a deep empathetic understanding of people's behaviors, interactions, and preferences. For new technologies like these to reach their potential, they simply must be created by teams with a diverse set of perspectives.
Emily Chang
Different ideas are just that, another outlook to the same situation. And it all starts with oneself. Getting DEtached from being ATtached to one’s own ideas.
Ines Garcia (Becoming more Agile whilst delivering Salesforce)
Welcome change whilst there is return or a strong hypothesis of higher return than not doing so, that you can test on a small ring fenced effort so that you can faster validate or revoke your hypothesis.
Ines Garcia (Becoming more Agile whilst delivering Salesforce)
Changes are not like for like, it already has an extra weight for the context switch & let’s not forget about the time already invested in the initial thought path that will no longer be valid.
Ines Garcia (Becoming more Agile whilst delivering Salesforce)
To whomever is expressing that resistance do please explain briefly the intention of the benefits from the exercise, then add: “are you willing to give it a try?
Ines Garcia (Becoming more Agile whilst delivering Salesforce)
We need to also make decisions in smaller batches, so that can be faster & economically viable.What I see way too often: teams can go fast, real fast! But if the rest of the organisation doesn’t keep up, it defeats the object.
Ines Garcia
As Product Owner trust your team, they solve much harder things every day.
Ines Garcia
Having a path for the product is good, building that path in line of the vision is key, doing it together ‘makes or breaks it’, tuning and adjusting it as we go and learning from it is what wins in an ever changing environment.
Ines Garcia (Becoming more Agile whilst delivering Salesforce)
Documentation is not a step on a linear timeline, and certainly not the one at the end. One could argue documentation is a byproduct.
Ines Garcia
Working through the framework takes both patience and imagination. It also takes teamwork. Any new strategy is created in a social context—it isn’t devised by an individual sitting alone in an office, thinking his or her way through a complex situation. Rather, strategy requires a diverse team with the various members bringing their distinct perspectives to bear on the problem. A process for working collaboratively on strategy is essential,
A.G. Lafley (Playing to win: How strategy really works)
Naxtre is the premier AngularJS development company in India, renowned for delivering top AngularJS development services. Our expert team crafts innovative solutions tailored to meet diverse client requirements, ensuring excellence in every project.
Naxtre
The strength in a team is found in its diversity. We will celebrate our differences.
Greg Gorman & Julie Gorman (WELCOME TO YOUR MARRIED FOR A PURPOSE REBOOT FACILITATOR’S GUIDE: A handbook to assist Married for a Purpose Certified Coaches in leading personal one-on-one Reboot Retreats for Married Couples.)
Enrich Diversity-Avtar As an organization that is committed to build equitable and inclusive culture to sustain diversity, we suggest you start here. Whether you have policies and practices or you are looking to start your journey to inclusion, the best way to is to start with assessing yourself. It helps to chart the way forward when you understand where you are and what it will take to go further. Our Assessment frameworks are backed by years of deep research and insights from working with diverse organizations and teams across industries and geographies. Participate in the country’s largest DEI analytics exercises for an opportunity to be recognized as a Best Company and also to benchmark your practices against the Industry Best Practices.
Shyam Awasthi
There is no easy fix for someone in my friend’s situation, but a vision for shared power offers one possible solution. If my friend could have assembled a diverse lay leadership team, it could have benefited everyone. Not only would it have lightened his personal workload, but the congregation could benefit from the varied giftings of people on the team. In addition, each person would benefit from space to develop in her/his particular gifts.
Rob Dixon (Together in Ministry: Women and Men in Flourishing Partnerships)
A Team maintains different faces but one look, different eyes but one vision, different tastes but a common hunger to succeed, different thinking but common understanding; diverse methods but one dream; standing far but remaining together, feels envy at own loss but pride in partner's achievement. Might not drink from the same cup but ready to fill each other's cup, Team-work is an invisible bond offering space in togetherness.
Shahenshah Hafeez Khan
Growing in knowing ourselves in relation to the world and to others means being strategically selective in our personal investments, attending to our own gifts and trusting the diverse gifts of others in our team. It means pledge-like guarding of other commitments we have already assumed.
Esther Lightcap Meek (A Little Manual for Knowing)
Belonging is important for a person’s health, just as it is important to your business’s health.
Janna Cachola
power of diversity helps our team avoid biases, make better decisions, and think more creatively.
Julie Zhuo (The Making of a Manager: What to Do When Everyone Looks to You)
Again, having diverse teams and consulting stakeholders is important and it ought to be done. But as a recent paper out of Columbia University found, they are not necessarily the most effective bias-identification and mitigation strategies.8 It’s more important, in the context of talking about bias mitigation in AI, that there exists expertise with regard to the ethical and legal risks that arise when training and testing your model.
Reid Blackman (Ethical Machines: Your Concise Guide to Totally Unbiased, Transparent, and Respectful AI)
Which skills and strengths does our team already have that new hires can stand to be weaker in? What traits, past experiences, or personalities would strengthen the diversity of our team?
Julie Zhuo (The Making of a Manager: What to Do When Everyone Looks to You)
Organizations need to decide which values they want to emphasize, and clearly communicate them to all members of the team. If you don't actively create the culture that you do want within your organization, a culture you don't want can develop organically.
Lyric Rivera (Workplace NeuroDiversity Rising: NeuroDiversity = ALL Brains NeuroDivergent and NeuroTypical working together & supporting each other)
When Nella had asked for a promotion, Vera had listed at least a dozen surprise grievances she'd had with Nella's performance as her assistant, the most unsettling of all: " I wish you'd put half the effort you put into those extracurricular diversity meetings into working on the core requirements." The word "extracurricular" had hit Nella hard and fast in the eye, like a piece of shrapnel. The company basketball team, the paper-making club—those we're extracurriculars. Her endeavors to develop a diversity committee were not.
Zakiya Dalila Harris (The Other Black Girl)
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In coaching a number of international teams we developed a culture awareness exercise that can be carried out in diverse pairings: Person A states: ‘What I would like you to know about my cultural background...’ Person B replies: ‘What I heard was...’ Person A clarifies any misunderstandings. Person B then responds by stating: ‘How I would act differently to respond to what you have told me is...’ Person A then lets Person B know which of these responses they would find helpful.
Peter Hawkins (Leadership Team Coaching: Developing Collective Transformational Leadership)
For this reason, they must believe in the cause for which they are fighting. They must believe in the plan they are asked to execute, and most important, they must believe in and trust the leader they are asked to follow. This is especially true in the SEAL Teams, where innovation and input from everyone (including the most junior personnel) are encouraged. Combat leadership requires getting a diverse team of people in various groups to execute highly complex missions in order to achieve strategic goals—something that directly correlates with any company or organization. The same principles that make SEAL combat leaders and SEAL units so effective on the battlefield can be applied to the business world with the same success.
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
The German invasion of the Soviet Union on June 22, 1941, put the Soviet Union at risk of collapsing altogether. In this environment, the Soviet tendency to merge espionage and sabotage into a single mission came to the fore, strengthening practices Soviet intelligence and state security services had implemented from the beginning of the Soviet era. Soviet intelligence activities were divided into two lines: intelligence and diversion. Initially, the intelligence directorate, led during World War II by Pavel Fitin, was responsible for collecting intelligence about Germany and its allies. The diversionary directorate, led by Pavel Sudoplatov, dispatched "intelligence sabotage" teams behind German lines to disrupt Germany's supply lines, command and control, and rear areas and to assassinate German officers. According to Fitin, the intelligence directorate supplied intelligence for the diversionary directorate, and officers were regularly exchanged between the two. This crossover between intelligence and sabotage operations is a continuing characteristic of Russian intelligence services today.
Kevin P. Riehle (Russian Intelligence: A Case-based Study of Russian Services and Missions Past and Present)
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