Expert Team Quotes

Harvard Business School teams expert Amy Edmondson explains, “Great teams consist of individuals who have learned to trust each other. Over time, they have discovered each other’s strengths and weaknesses, enabling them to play as a coordinated whole.

In one of the most cited studies of expert problem solving ever conducted, an interdisciplinary team of scientists came to a pretty simple conclusion: successful problem solvers are more able to determine the deep structure of a problem before they proceed to match a strategy to it. Less successful problem solvers are more like most students in the Ambiguous Sorting Task: they mentally classify problems only by superficial, overtly stated features, like the domain context.

The only one disappointed by the ease of entry was the team’s explosives and demolitions expert. “Aw, man,” Kowalski groused. “I was all set to blow some crap up.

Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.

One expert can't outrank a full-stack digital team working in sync

The power of checklists is limited, Boorman emphasized. They can help experts remember how to manage a complex process or configure a complex machine. They can make priorities clearer and prompt people to function better as a team. By themselves, however, checklists cannot make anyone follow them. I

Frank grabbed a tourist brochure stuck under the napkin dispenser. He began to read it. Piper patted Leo’s arm, like she couldn’t believe he was really here. Nico stood at the edge of the group, eyeing the passing pedestrians as if they might be enemies. Coach Hedge munched on the salt and pepper shakers. Despite the happy reunion, everybody seemed more subdued than usual—like they were picking up on Leo’s mood. Jason had never really considered how important Leo’s sense of humor was to the group. Even when things were super serious, they could always depend on Leo to lighten things up. Now, it felt like the whole team had dropped anchor. “So then Jason harnessed the venti,” Hazel finished. “And here we are.” Leo whistled. “Hot-air horses? Dang, Jason. So basically, you held a bunch of gas together all the way to Malta, and then you let it loose.” Jason frowned. “You know, it doesn’t sound so heroic when you put it that way.” “Yeah, well. I’m an expert on hot air. I’m still wondering, why Malta? I just kind of ended up here on the raft, but was that a random thing, or—” “Maybe because of this.” Frank tapped his brochure. “Says here Malta was where Calypso lived.” A pint of blood drained from Leo’s face. “W-what now?” Frank shrugged. “According to this, her original home was an island called Gozo just north of here. Calypso’s a Greek myth thingie, right?” “Ah, a Greek myth thingie!” Coach Hedge rubbed his hands together. “Maybe we get to fight her! Do we get to fight her? ’Cause I’m ready.” “No,” Leo murmured. “No, we don’t have to fight her, Coach.” Piper frowned. “Leo, what’s wrong? You look—” “Nothing’s wrong!” Leo shot to his feet. “Hey, we should get going. We’ve got work to do!” “But…where did you go?” Hazel asked. “Where did you get those clothes? How—” “Jeez, ladies!” Leo said. “I appreciate the concern, but I don’t need two extra moms!” Piper smiled uncertainly. “Okay, but—” “Ships to fix!” Leo said. “Festus to check! Earth goddesses to punch in the face! What are we waiting for? Leo’s back!” He spread his arms and grinned. He was making a brave attempt, but Jason could see the sadness lingering in his eyes. Something had happened to him…something to do with Calypso.

What roles do you want to play? Consider, for example the roles of: team builder; manager; individual contributor; change agent; technical expert; relationship builder; trouble shooter; someone who makes things happen; consolidator; problem solver; conceptualizer; big picture thinker; marketer; decision-maker; talent spotter/nurturer; mentor; turnaround artist; mediator.

We’re loyal servants of the U.S. government. But Afghanistan involves fighting behind enemy lines. Never mind we were invited into a democratic country by its own government. Never mind there’s no shooting across the border in Pakistan, the illegality of the Taliban army, the Geneva Convention, yada, yada, yada. When we’re patrolling those mountains, trying everything we know to stop the Taliban regrouping, striving to find and arrest the top commanders and explosive experts, we are always surrounded by a well-armed, hostile enemy whose avowed intention is to kill us all. That’s behind enemy lines. Trust me. And we’ll go there. All day. Every day. We’ll do what we’re supposed to do, to the letter, or die in the attempt. On behalf of the U.S.A. But don’t tell us who we can attack. That ought to be up to us, the military. And if the liberal media and political community cannot accept that sometimes the wrong people get killed in war, then I can only suggest they first grow up and then serve a short stint up in the Hindu Kush. They probably would not survive. The truth is, any government that thinks war is somehow fair and subject to rules like a baseball game probably should not get into one. Because nothing’s fair in war, and occasionally the wrong people do get killed. It’s been happening for about a million years. Faced with the murderous cutthroats of the Taliban, we are not fighting under the rules of Geneva IV Article 4. We are fighting under the rules of Article 223.556mm — that’s the caliber and bullet gauge of our M4 rifle. And if those numbers don’t look good, try Article .762mm, that’s what the stolen Russian Kalashnikovs fire at us, usually in deadly, heavy volleys. In the global war on terror, we have rules, and our opponents use them against us. We try to be reasonable; they will stop at nothing. They will stoop to any form of base warfare: torture, beheading, mutilation. Attacks on innocent civilians, women and children, car bombs, suicide bombers, anything the hell they can think of. They’re right up there with the monsters of history.

Admiral Dahlgren’s twenty-one-year-old son, Ulric, had lost a leg at Gettysburg. When he appeared at a Washington party, he was surrounded by pretty girls. They stayed by his side all night, refusing to dance, in tribute to the handsome colonel who had been known as an expert waltzer.

No team can communicate successfully without highly developed listening skills among team members. Most experts would agree that listening is the most overlooked and underused component of communication. Although listening comprises about 45 percent of the communication process, we have little or no formal training in this important skill.

When it comes to your career, you want to strive to become the type of person Patrick Lencioni describes in his book The Ideal Team Player: someone who is hungry (a motivated go-getter), humble (knows who they are and what they bring to the table), and smart (expertly manages relationships). Isn’t that the kind of person you want to work with?

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She was an expert at running in five-inch heels and considered it an art form.

A cancer patient today has a team that works around him or her, including nurses, psychiatrists, psychologists, and, in some cases, pain and palliative medicine experts.

The captains of England and Australia can barely exchange pleasantries these days without a body-language expert immediately declaiming on the angle of their handshakes.

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

FatRank is the number one ORM expert because they futureproof both business and personal brands in 2025

How easy do you think it'd be to get us out of here, Never?' she asked, and Never turned his head and grinned at her. 'Escape? Yeah. Right.' Then he saw the look in her eye. His grin dropped. 'You're serious.' 'You're the technical expert, right? You must have some idea how the security could work in a place like this. So give it some thought.' 'You're confusing me with the A-Team. But i'll try.

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.

Grove continued to act on the conviction that good strategic thinking requires different points of view and clarifying those different points of view requires intensive, ongoing debate involving the executive team and domain experts inside and outside the company.

There are no privates in Special Forces. Everyone is an expert in several fields. They are first and foremost professionals and a team. None of them need to be questioned regarding his ability to do a mission. The beret on their heads is the proof that they have met every test.

Team-building exercises. It’s bad enough that we all have to work together day in and day out; do we really have to work on our working? It’s like starring in a bad Fellini movie but with worse coffee. Beginner: Take a vacation day. Intermediate: Take a sick day. Expert: Take a personal day.

When word of the astronomers’ vote in Prague reached the New Horizons team, reactions ranged from indifferent (“Who cares what astronomers think? They’re not the experts in this.”), to bemused, to annoyed, to seriously pissed off. As Fran Bagenal succinctly put it, “Dwarf people are people. Dwarf planets are planets. End of argument.

If he was asked at this moment where he would like to be he would probably have said he would like to be lying on the beach with at least fifty beautiful women and a small team of experts working out new ways they could be nice to him, which was his usual reply. To this he would probably have added something passionate on the subject of food.

The Sun King had dinner each night alone. He chose from forty dishes, served on gold and silver plate. It took a staggering 498 people to prepare each meal. He was rich because he consumed the work of other people, mainly in the form of their services. He was rich because other people did things for him. At that time, the average French family would have prepared and consumed its own meals as well as paid tax to support his servants in the palace. So it is not hard to conclude that Louis XIV was rich because others were poor. But what about today? Consider that you are an average person, say a woman of 35, living in, for the sake of argument, Paris and earning the median wage, with a working husband and two children. You are far from poor, but in relative terms, you are immeasurably poorer than Louis was. Where he was the richest of the rich in the world’s richest city, you have no servants, no palace, no carriage, no kingdom. As you toil home from work on the crowded Metro, stopping at the shop on the way to buy a ready meal for four, you might be thinking that Louis XIV’s dining arrangements were way beyond your reach. And yet consider this. The cornucopia that greets you as you enter the supermarket dwarfs anything that Louis XIV ever experienced (and it is probably less likely to contain salmonella). You can buy a fresh, frozen, tinned, smoked or pre-prepared meal made with beef, chicken, pork, lamb, fish, prawns, scallops, eggs, potatoes, beans, carrots, cabbage, aubergine, kumquats, celeriac, okra, seven kinds of lettuce, cooked in olive, walnut, sunflower or peanut oil and flavoured with cilantro, turmeric, basil or rosemary … You may have no chefs, but you can decide on a whim to choose between scores of nearby bistros, or Italian, Chinese, Japanese or Indian restaurants, in each of which a team of skilled chefs is waiting to serve your family at less than an hour’s notice. Think of this: never before this generation has the average person been able to afford to have somebody else prepare his meals. You employ no tailor, but you can browse the internet and instantly order from an almost infinite range of excellent, affordable clothes of cotton, silk, linen, wool and nylon made up for you in factories all over Asia. You have no carriage, but you can buy a ticket which will summon the services of a skilled pilot of a budget airline to fly you to one of hundreds of destinations that Louis never dreamed of seeing. You have no woodcutters to bring you logs for the fire, but the operators of gas rigs in Russia are clamouring to bring you clean central heating. You have no wick-trimming footman, but your light switch gives you the instant and brilliant produce of hardworking people at a grid of distant nuclear power stations. You have no runner to send messages, but even now a repairman is climbing a mobile-phone mast somewhere in the world to make sure it is working properly just in case you need to call that cell. You have no private apothecary, but your local pharmacy supplies you with the handiwork of many thousands of chemists, engineers and logistics experts. You have no government ministers, but diligent reporters are even now standing ready to tell you about a film star’s divorce if you will only switch to their channel or log on to their blogs. My point is that you have far, far more than 498 servants at your immediate beck and call. Of course, unlike the Sun King’s servants, these people work for many other people too, but from your perspective what is the difference? That is the magic that exchange and specialisation have wrought for the human species.

If your whole team consists of novice programmers, your expertise will give you considerable power; but if the other team members are also experts, they will attach less importance to your technical expertise. In that case, they’ll pay more attention to organizational power, like the power to acquire extra hardware, to extend the schedule, or to capture a more interesting assignment.

around 90 percent of major infrastructure projects worldwide go over budget (by an average of 28 percent) in part because managers focus on the details of their project and become overly optimistic. Project managers can become like Kahneman’s curriculum-building team, which decided that thanks to its roster of experts it would certainly not encounter the same delays as did other groups.

Techniques for making decision: - Fill in the gaps (Discuss with domain experts) - Have a Go-To Team (Team that understands you and are aligned with your core values) - Pull in the stake holders - Visualize what your world would look like with that decision - Take emotions out of the decision (Take time if needed) - Think in advance about the worst case scenario - Mitigate the risk of worst case scenario

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I’ve done enough movies in the last twenty-five years to know that this is always a difficult moment for an actor. Actors nearly always want to appear courageous and committed, willing to do anything for the team. So while it is perfectly acceptable to opt out of a stunt and let the professionals handle it, there is some pressure, mostly internal, to push yourself beyond your normal comfort zone. Typically, the director will follow up after the consultation with the stunt coordinator and special effects experts and the actors, just to make sure everyone is at ease with their respective roles when it comes to the stunt. Certainly that was the case on this occasion, as Rob consulted with both Robin and me about our willingness to do the stunt. But more so with her, seeing as she was the one who was actually going to be set on fire.

He was the youngest and newest member of a four-man team. Hence, low man on the totem pole. Except that calling a new guy the low man on the totem pole was completely ass-backward. Totem poles were what? Twenty, thirty feet high? Native Americans weren’t dumb. They put the most important guy at the bottom. At eye level. What important guy wanted to be twenty or thirty feet off the ground, where no one could see him? Like supermarkets. The eye-level shelf was reserved for the best stuff. The high-margin items. The big corporations hired experts to figure out stuff like that. Eye level was what it was all about. Thus the low man was really the high man, and the high man was really the low man. In a manner of speaking. A common misperception. A kind of linguistic inversion. Caleb Carter didn’t know how it had come about. Night watch was

When a CEO looks around her staff meeting, a good rule of thumb is that at least 50 percent of the people at the table should be experts in the company’s products and services and responsible for product development. This will help ensure that the leadership team maintains focus on product excellence. Operational components like finance, sales, and legal are obviously critical to a company’s success, but they should not dominate the conversation.

Most people think the Lego corporation assembled a crack team of world-class experts to engineer Mini-Florida on a computer, but I’m not buying it.” “You aren’t?” asked Coleman. “It’s way too good.” Serge pointed at a two-story building in Key West. “Examine the meticulous green shutters on Hemingway’s house. No, my money is on a lone-wolf manic type like the famous Latvian Edward Leedskalnin, who single-handedly built the Coral Castle back in the twenties. He operated in secret, moving multi-ton hewn boulders south of Miami, and nobody knows how he did it. Probably happened here as well: The Lego people conducting an exhaustive nationwide search among the obsessive-compulsive community. But they had to be selective and stay away from the ones whose entire houses are filled to the ceiling with garbage bags of their own hair. Then they most likely found some cult guru living in a remote Lego ashram south of Pueblo with nineteen wives, offered him unlimited plastic blocks and said, ‘Knock yourself out.

On retiring to Capri [Tiberius] devised a pleasance for his secret orgies: teams of wantons of both sexes, selected as experts in deviant intercourse and dubbed analists, copulated before him in triple unions to excite his flagging passions. Its bedrooms were furnished with the most salacious paintings and sculptures, as well as with an erotic library, in case a performer should need an illustration of what was required. Then in Capri's woods and groves he arranged a number of nooks of venery where boys and girls got up as Pans and nymphs solicited outside bowers and grottoes. e acquired a reputation for still grosser depravities that one can hardly bear to tell or be told, let alone believe. For example, he trained little boys (whom he termed tiddlers) to crawl between his thighs when he went swimming and tease him with their licks and nibbles; and unweaned babies he would put to his organ as though to the breast, being by both nature and age rather fond of this form of satisfaction. Left a painting of Parrhasius's depicting Atalanta pleasuring Meleager with her lips on condition that if the theme displeased him he was to have a million sesterces instead, he chose to keep it and actually hung it in his bedroom. The story is also told that once at a sacrifice, attracted by the acolyte's beauty, he lost control of himself and, hardly waiting for the ceremony to end, rushed him off and debauched him and his brother, the flute-player, too; and subsequently, when they complained of the assault, he had their legs broken.

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The difference between the expert’s two estimates illustrates Danny’s distinction between the inside and outside views. When the expert was thinking about the problem as a member of project team, he was locked in the inside view—caught up in the optimism that comes with group endeavors—and did not bother thinking about what psychologists call “base rates,” that is, the average time for similar projects. When he put on his expert hat, thereby taking the outside view, he naturally thought of all the other projects he’d known and made a more accurate guess.

The answer was, we weren’t at all ready. Annual flu shots didn’t provide protection against H1N1, it turned out, and because vaccines generally weren’t a moneymaker for drug companies, the few U.S. vaccine makers that existed had a limited capacity to ramp up production of a new one. Then we faced questions of how to distribute antiviral medicines, what guidelines hospitals used in treating cases of the flu, and even how we’d handle the possibility of closing schools and imposing quarantines if things got significantly worse. Several veterans of the Ford administration’s 1976 swine flu response team warned us of the difficulties involved in getting out in front of an outbreak without overreacting or triggering a panic: Apparently President Ford, wanting to act decisively in the middle of a reelection campaign, had fast-tracked mandatory vaccinations before the severity of the pandemic had been determined, with the result that more Americans developed a neurological disorder connected to the vaccine than died from the flu. “You need to be involved, Mr. President,” one of Ford’s staffers advised, “but you need to let the experts run the process.

am an American Soldier. I am a warrior and a member of a team. I serve the people of the United States, and live the Army Values. I will always place the mission first. I will never accept defeat. (This had been underlined.) I will never quit. I will never leave a fallen comrade. I am disciplined, physically and mentally tough, trained and proficient in my warrior task and drills. I always maintain my arms, my equipment and myself. I am an expert and I am a professional. I stand ready to deploy, engage, and destroy the enemies of the United States of America in close combat. I am a guardian of freedom and the American way of life. I am an American Soldier.

Within Room 40 itself, however, management of day-to-day operations fell largely, if informally, to Cdr. Herbert Hope, recruited in November 1914 to bring naval expertise to the interpretation of intercepted messages. His savvy was badly needed, for the group’s staff were not navy officers but civilians recruited for their skill at mathematics and German and whatever else it was that made a man good at breaking codes and ciphers. The roster came to include a pianist, a furniture expert, a parson from northern Ireland, a wealthy London financier, a past member of the Scottish Olympic hockey team, and a dapper operative named C. Somers Cocks, who, according to one early member, William F. Clarke, was “chiefly remarkable for his spats.

He instilled in our eight-person sales team the crucial four C’s. To sell, you had have 1) the competence—expert knowledge of the product you were selling and the process to demonstrate it (qualifying the buyer by validating their need and budget; helping define what their buying criteria are while setting traps for the competition; getting sign-off from the technical and the economic buyer at the customer, and so forth) so that you could have 2) the confidence to state your point of view, which would give you 3) the courage to have 4) the conviction not to be sold by the customer on why she wasn’t going to buy your product. Cranney was obsessed with training every salesperson, testing them, and holding them accountable on the four C’s.

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Chris took his vows very seriously. But even as he said them, he wondered whether the marriage would last. In retrospect, that’s not surprising. He was surrounded by Team guys who’d had their own relationships fail. A common, and tragic, statistic at the time was that the divorce rate among SEALs was over 95 percent-a stunning statistic. Actual statistics are difficult to find, but most experts estimate that the divorce rate in America in general is below 50 percent. Chris kept his pessimism well hidden, even from me. It wasn’t until years later that I found out about it. He asked why I’d stayed with him through some difficult times. “I told you I meant what I promised,” I answered. “I know, but I didn’t count on it,” he confessed. “So few women stick it out.” Maybe. But he was worth it.

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Groups like SEAL teams and flight crews operate in truly complex environments, where adaptive precision is key. Such situations outpace a single leader’s ability to predict, monitor, and control. As a result, team members cannot simply depend on orders; teamwork is a process of reevaluation, negotiation, and adjustment; players are constantly sending messages to, and taking cues from, their teammates, and those players must be able to read one another’s every move and intent. When a SEAL in a target house decides to enter a storeroom that was not on the floor plan they had studied, he has to know exactly how his teammates will respond if his action triggers a firefight, just as a soccer forward must be able to move to where his teammate will pass the ball. Harvard Business School teams expert Amy Edmondson explains, “Great teams consist of individuals who have learned to trust each other. Over time, they have discovered each other’s strengths and weaknesses, enabling them to play as a coordinated whole.” Without this trust, SEAL teams would just be a collection of fit soldiers

The sun rose at 7 A.M. each day, and that’s when the SpaceX team got to work. A series of meetings would take place with people listing what needed to get done, and debating solutions to lingering problems. As the large structures arrived, the workers placed the body of the rocket horizontally in a makeshift hangar and spent hours melding together all of its parts. “There was always something to do,” Hollman said. “If the engine wasn’t a problem, then there was an avionics problem or a software problem.” By 7 P.M., the engineers wound down their work. “One or two people would decide it was their night to cook, and they would make steak and potatoes and pasta,” Hollman said. “We had a bunch of movies and a DVD player, and some of us did a lot of fishing off the docks.” For many of the engineers, this was both a torturous and magical experience. “At Boeing you could be comfortable, but that wasn’t going to happen at SpaceX,” said Walter Sims, a SpaceX tech expert who found time to get certified to dive while on Kwaj. “Every person on that island was a fucking star, and they were always holding seminars on radios or the engine. It was such an invigorating place.

I had always felt that trust was the bedrock of any partnership, especially a business one. My associate and I had what I thought was a non-shakeable alliance. We would strategize; we would go to conferences about crypto and toast our wins with a glass of liquor. He was the only person I had trusted with my financial insight. Unfortunately, he was also the last person I should have trusted. WhatsApp info:+12723 328 343 I woke up one morning to the stuff of nightmares: I had absolutely no access to my Bitcoin wallet, holding $290,000. My password didn't work, my backup keys were useless, and my hardware wallet? Completely wiped. Panic set in as I tried to work out what was going on. Then, a chilling realization hit me. Only a week before, my ever-so-helpful colleague had made an offer to "optimize" my wallet security. I thought at that time, Wow, what a great guy. Well, it turns out he was great-at deception. The real gut punch? He had the audacity to sit across from me at work the next day, sipping coffee like nothing had happened. I confronted him, expecting some elaborate excuse, but he played dumb-so dumb it was insulting. That's when I knew what I needed were professionals, not empty denials. After hours of frantic research, I came across ADWARE RECOVERY SPECIALIST. Their reputation in high-stakes crypto theft gave me hope. From the first conversation, they took my case seriously, breaking down the recovery process in a way that finally made sense. Their forensic team got to work tracking the stolen funds across multiple wallets. A few tense days later, I got the call: my money was back. Every single dollar. It turned out that my trusted colleague had tried to launder the funds through multiple transactions, but ADWARE RECOVERY SPECIALIST untangled his mess with ease. The feeling of relief was overwhelming; I had prepared myself for the worst, yet I walked away victorious. My colleague probably had a pretty good inkling, because he quit before I could file any report. Typical. Some people just love to disappear rather than confront the music. Email info: Adware recovery specialist (@) auctioneer.net I emerged from that fiasco with my money still in one piece, and more painfully but preciously, with the lesson not to confuse control for kindness: you earn trust; you don't give it away freely-especially where money intervenes.

Mosseri’s answer to the important question was perfect by Facebook standards: “Technology isn’t good or bad—it just is,” he wrote. “Social media is a great amplifier. We need to do all we can responsibly to magnify the good and address the bad.” But nothing “just is,” especially Instagram. Instagram isn’t designed to be a neutral technology, like electricity or computer code. It’s an intentionally crafted experience, with an impact on its users that is not inevitable, but is the product of a series of choices by its makers about how to shape behavior. Instagram trained its users on likes and follows, but that wasn’t enough to create the emotional attachment users have to the product today. They also thought about their users as individuals, through the careful curation of an editorial strategy, and partnerships with top accounts. Instagram’s team is expert at amplifying “the good.” When it comes to addressing “the bad,” though, employees are concerned the app is thinking in terms of numbers, not people. Facebook’s top argument against a breakup is that its “family of apps” evolution will be better for users’ safety. “If you want to prevent interference in elections, if you want to reduce[…]

I’m not suggesting anyone has acted illegally. To the contrary: CEOs believe they are supposed to maximize shareholder returns, and one means of accomplishing that goal is to play the political game as well as it possibly can be played and field the largest and best legal and lobbying teams available. Trade associations see their role as representing the best interests of their corporate members, which requires lobbying ferociously, raising as much money as possible for political campaigns of pliant lawmakers, and even offering jobs to former government officials. Public officials, for their part, perceive their responsibility as acting in the public interest. But the public interest is often understood as emerging from a consensus of the organized interests appearing before them. The larger and wealthier the organization, the better equipped its lawyers and its experts are to assert what’s good for the public. Any official who once worked for such an organization, or who suspects he may work for one in the future, is prone to find such arguments especially persuasive. Inside the mechanism of the “free market,” the economic and political power of the new monopolies feed off and enlarge each other.

Dr. Fauci, Bill Gates, and WHO financed a cadre of research mercenaries to concoct a series of nearly twenty studies—all employing fraudulent protocols deliberately designed to discredit HCQ as unsafe. Instead of using the standard treatment dose of 400 mg/day, the 17 WHO studies administered a borderline lethal daily dose starting with 2,400 mg.61 on Day 1, and using 800 mg/day thereafter. In a cynical, sinister, and literally homicidal crusade against HCQ, a team of BMGF operatives played a key role in devising and pushing through the exceptionally high dosing. They made sure that UK government “Recovery” trials on 1,000 elderly patients in over a dozen British, Welsh, Irish and Scottish hospitals, and the U.N. “Solidarity” study of 3,500 patients in 400 hospitals in 35 countries, as well as additional sites in 13 countries (the “REMAP-COVID” trial), all used those unprecedented and dangerous doses.62 This was a brassy enterprise to “prove” chloroquine dangerous, and sure enough, it proved that elderly patients can die from deadly overdoses. “The purpose seemed, very clearly, to poison the patients and blame the deaths on HCQ,” says Dr. Meryl Nass, a physician, medical historian, and biowarfare expert.

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When Bouchard’s twin-processing operation was in full swing, he amassed a staff of eighteen—psychologists, psychiatrists, ophthalmologists, cardiologists, pathologists, geneticists, even dentists. Several of his collaborators were highly distinguished: David Lykken was a widely recognized expert on personality, and Auke Tellegen, a Dutch psychologist on the Minnesota faculty, was an expert on personality measuring. In scheduling his twin-evaluations, Bouchard tried limiting the testing to one pair of twins at a time so that he and his colleagues could devote the entire week—with a grueling fifty hours of tests—to two genetically identical individuals. Because it is not a simple matter to determine zygosity—that is, whether twins are identical or fraternal—this was always the first item of business. It was done primarily by comparing blood samples, fingerprint ridge counts, electrocardiograms, and brain waves. As much background information as possible was collected from oral histories and, when possible, from interviews with relatives and spouses. I.Q. was tested with three different instruments: the Wechsler Adult Intelligence Scale, a Raven, Mill-Hill composite test, and the first principal components of two multiple abilities batteries. The Minnesota team also administered four personality inventories (lengthy questionnaires aimed at characterizing and measuring personality traits) and three tests of occupational interests. In all the many personality facets so laboriously measured, the Minnesota team was looking for degrees of concordance and degrees of difference between the separated twins. If there was no connection between the mean scores of all twins sets on a series of related tests—I.Q. tests, for instance—the concordance figure would be zero percent. If the scores of every twin matched his or her twin exactly, the concordance figure would be 100 percent. Statistically, any concordance above 30 percent was considered significant, or rather indicated the presence of some degree of genetic influence. As the week of testing progressed, the twins were wired with electrodes, X-rayed, run on treadmills, hooked up for twenty-four hours with monitoring devices. They were videotaped and a series of questionnaires and interviews elicited their family backgrounds, educations, sexual histories, major life events, and they were assessed for psychiatric problems such as phobias and anxieties. An effort was made to avoid adding questions to the tests once the program was under way because that meant tampering with someone else’s test; it also would necessitate returning to the twins already tested with more questions. But the researchers were tempted. In interviews, a few traits not on the tests appeared similar in enough twin pairs to raise suspicions of a genetic component. One of these was religiosity. The twins might follow different faiths, but if one was religious, his or her twin more often than not was religious as well. Conversely, when one was a nonbeliever, the other generally was too. Because this discovery was considered too intriguing to pass by, an entire additional test was added, an existing instrument that included questions relating to spiritual beliefs. Bouchard would later insist that while he and his colleagues had fully expected to find traits with a high degree of heritability, they also expected to find traits that had no genetic component. He was certain, he says, that they would find some traits that proved to be purely environmental. They were astonished when they did not. While the degree of heritability varied widely—from the low thirties to the high seventies— every trait they measured showed at least some degree of genetic influence. Many showed a lot.

When a young employee gasped at his blue language, Simons flashed a grin. “I know—that is an impressive rate!” A few times a week, Marilyn came by to visit, usually with their baby, Nicholas. Other times, Barbara checked in on her ex-husband. Other employees’ spouses and children also wandered around the office. Each afternoon, the team met for tea in the library, where Simons, Baum, and others discussed the latest news and debated the direction of the economy. Simons also hosted staffers on his yacht, The Lord Jim, docked in nearby Port Jefferson. Most days, Simons sat in his office, wearing jeans and a golf shirt, staring at his computer screen, developing new trades—reading the news and predicting where markets were going, like most everyone else. When he was especially engrossed in thought, Simons would hold a cigarette in one hand and chew on his cheek. Baum, in a smaller, nearby office, trading his own account, favored raggedy sweaters, wrinkled trousers, and worn Hush Puppies shoes. To compensate for his worsening eyesight, he hunched close to his computer, trying to ignore the smoke wafting through the office from Simons’s cigarettes. Their traditional trading approach was going so well that, when the boutique next door closed, Simons rented the space and punched through the adjoining wall. The new space was filled with offices for new hires, including an economist and others who provided expert intelligence and made their own trades, helping to boost returns. At the same time, Simons was developing a new passion: backing promising technology companies, including an electronic dictionary company called Franklin Electronic Publishers, which developed the first hand-held computer.

When a young employee gasped at his blue language, Simons flashed a grin. “I know—that is an impressive rate!” A few times a week, Marilyn came by to visit, usually with their baby, Nicholas. Other times, Barbara checked in on her ex-husband. Other employees’ spouses and children also wandered around the office. Each afternoon, the team met for tea in the library, where Simons, Baum, and others discussed the latest news and debated the direction of the economy. Simons also hosted staffers on his yacht, The Lord Jim, docked in nearby Port Jefferson. Most days, Simons sat in his office, wearing jeans and a golf shirt, staring at his computer screen, developing new trades—reading the news and predicting where markets were going, like most everyone else. When he was especially engrossed in thought, Simons would hold a cigarette in one hand and chew on his cheek. Baum, in a smaller, nearby office, trading his own account, favored raggedy sweaters, wrinkled trousers, and worn Hush Puppies shoes. To compensate for his worsening eyesight, he hunched close to his computer, trying to ignore the smoke wafting through the office from Simons’s cigarettes. Their traditional trading approach was going so well that, when the boutique next door closed, Simons rented the space and punched through the adjoining wall. The new space was filled with offices for new hires, including an economist and others who provided expert intelligence and made their own trades, helping to boost returns. At the same time, Simons was developing a new passion: backing promising technology companies, including an electronic dictionary company called Franklin Electronic Publishers, which developed the first hand-held computer. In 1982, Simons changed Monemetrics’ name to Renaissance Technologies Corporation, reflecting his developing interest in these upstart companies. Simons came to see himself as a venture capitalist as much as a trader. He spent much of the week working in an office in New York City, where he interacted with his hedge fund’s investors while also dealing with his tech companies. Simons also took time to care for his children, one of whom needed extra attention. Paul, Simons’s second child with Barbara, had been born with a rare hereditary condition called ectodermal dysplasia. Paul’s skin, hair, and sweat glands didn’t develop properly, he was short for his age, and his teeth were few and misshapen. To cope with the resulting insecurities, Paul asked his parents to buy him stylish and popular clothing in the hopes of fitting in with his grade-school peers. Paul’s challenges weighed on Simons, who sometimes drove Paul to Trenton, New Jersey, where a pediatric dentist made cosmetic improvements to Paul’s teeth. Later, a New York dentist fitted Paul with a complete set of implants, improving his self-esteem. Baum was fine with Simons working from the New York office, dealing with his outside investments, and tending to family matters. Baum didn’t need much help. He was making so much money trading various currencies using intuition and instinct that pursuing a systematic, “quantitative” style of trading seemed a waste of

Across this linguistic divide, the domain experts vaguely describe what they want. Developers, struggling to understand a domain new to them, vaguely understand. A few members of the team manage to become bilingual, but they become bottlenecks of information flow, and their translations are inexact.

Standard accounting practices might not factor the value of communities into the value of a firm, but stock markets do. Little by little, the accountants are catching up. A team of experts collaborating with the consulting and accounting firm of Deloitte published research that sorts companies into four broad categories based on their chief economic activity: asset builders, service providers, technology creators, and network orchestrators. Asset builders develop physical assets that they use to deliver physical goods; companies like Ford and Walmart are examples. Service providers employ workers who provide services to customers; companies like UnitedHealthcare and Accenture are examples. Technology creators develop and sell forms of intellectual property, such as software and biotechnology; Microsoft and Amgen are examples. And network orchestrators develop networks in which people and companies create value together—in effect, platform businesses. The research suggests that, of the four, network orchestrators are by far the most efficient value creators. On average, they enjoy a market multiplier (based on the relationship between a firm’s market valuation and its price-to-earnings ratio) of 8.2, as compared with 4.8 for technology creators, 2.6 for service providers, and 2.0 for asset builders.16 It’s only a slight simplification to say that that quantitative difference represents the value produced by network effects.

many good investors will take the opportunity to find something in common with the other party and highlight that at the time they make an offer. For example, did you attend the same school? Do you root for the same sports team? Do you share any interests or hobbies? Use whatever affiliations you can find to help create rapport as early as possible. That way, as the negotiation starts and progresses, you’ll already have established common ground—and the other party’s empathy—that can be used to pave the way toward a more favorable discussion.

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Over the years, my brain trust of more than twenty-five people has included a guy who was number one in his class at Caltech, a department chair of economics at a major U.S. university, mathematical savants, computer wizards, PhDs, and quantitative and database handicappers who live and breathe algorithms and theoretical angles not found in your average textbook. Our team members act like hedge fund analysts, assigning a numerical value to every conceivable factor or variable capable of affecting sporting events to within a tenth of a point. In the NFL alone, I have several teams of experts working independently. They have never met each other, even though most have worked with me for more than thirty years, funneling their information to one common denominator: me.

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How can you run Analytics “as one”? If you leave Analytics to IT, you will end up with a first-class race car without a driver: All the technology would be there, but hardly anybody could apply it to real-world questions. Where Analytics is left to Business, however, you’d probably see various functional silos develop, especially in larger organizations. I have never seen a self-organized, cross-functional Analytics approach take shape successfully in such an organization. Instead, you can expect each Analytics silo to develop independently. They will have experts familiar with their business area, which allows for the right questions to be asked. On the other hand, the technical solutions will probably be second class as the functional Analytics department will mostly lack the critical mass to mimic an organization’s entire IT intelligence. Furthermore, a lot of business topics will be addressed several times in parallel, as those Analytics silos may not talk to each other. You see this frequently in organizations that are too big for one central management team. They subdivide management either into functional groups or geographical groups. Federation is generally seen as an organizational necessity. It is well known that it does not make sense to regularly gather dozens of managers around the same table: You’d quickly see a small group discussing topics that are specific to a business function or a country organization, while the rest would get bored. A federated approach in Analytics, however, comes with risks. The list of disadvantages reaches from duplicate work to inconsistent interpretation of data. You can avoid these disadvantages by designing a central Data Analytics entity as part of your Data Office at an early stage, to create a common basis across all of these areas. As you can imagine, such a design requires authority, as it would ask functional silos to give up part of their autonomy. That is why it is worthwhile creating a story around this for your organization’s Management Board. You’d describe the current setup, the behavior it fosters, and the consequences including their financial impact. Then you’d present a governance structure that would address the situation and make the organization “future-proof.” Typical aspects of such a proposal would be The role of IT as the entity with a monopoly for technology and with the obligation to consider the Analytics teams of the business functions as their customers The necessity for common data standards across all of those silos, including their responsibility within the Data Office Central coordination of data knowledge management, including training, sharing of experience, joint cross-silo expert groups, and projects Organization-wide, business-driven priorities in Data Analytics Collaboration bodies to bring all silos together on all management levels

In a now-famous experiment, he and his colleagues compared three groups of expert violinists at the elite Music Academy in West Berlin. The researchers asked the professors to divide the students into three groups: the “best violinists,” who had the potential for careers as international soloists; the “good violinists”; and a third group training to be violin teachers rather than performers. Then they interviewed the musicians and asked them to keep detailed diaries of their time. They found a striking difference among the groups. All three groups spent the same amount of time—over fifty hours a week— participating in music-related activities. All three had similar classroom requirements making demands on their time. But the two best groups spent most of their music-related time practicing in solitude: 24.3 hours a week, or 3.5 hours a day, for the best group, compared with only 9.3 hours a week, or 1.3 hours a day, for the worst group. The best violinists rated “practice alone” as the most important of all their music-related activities. Elite musicians—even those who perform in groups—describe practice sessions with their chamber group as “leisure” compared with solo practice, where the real work gets done. Ericsson and his cohorts found similar effects of solitude when they studied other kinds of expert performers. “Serious study alone” is the strongest predictor of skill for tournament-rated chess players, for example; grandmasters typically spend a whopping five thousand hours—almost five times as many hours as intermediatelevel players—studying the game by themselves during their first ten years of learning to play. College students who tend to study alone learn more over time than those who work in groups. Even elite athletes in team sports often spend unusual amounts of time in solitary practice. What’s so magical about solitude? In many fields, Ericsson told me, it’s only when you’re alone that you can engage in Deliberate Practice, which he has identified as the key to exceptional achievement. When you practice deliberately, you identify the tasks or knowledge that are just out of your reach, strive to upgrade your performance, monitor your progress, and revise accordingly. Practice sessions that fall short of this standard are not only less useful—they’re counterproductive. They reinforce existing cognitive mechanisms instead of improving them. Deliberate Practice is best conducted alone for several reasons. It takes intense concentration, and other people can be distracting. It requires deep motivation, often self-generated. But most important, it involves working on the task that’s most challenging to you personally. Only when you’re alone, Ericsson told me, can you “go directly to the part that’s challenging to you. If you want to improve what you’re doing, you have to be the one who generates the move. Imagine a group class—you’re the one generating the move only a small percentage of the time.” To see Deliberate Practice in action, we need look no further than the story of Stephen Wozniak. The Homebrew meeting was the catalyst that inspired him to build that first PC, but the knowledge base and work habits that made it possible came from another place entirely: Woz had deliberately practiced engineering ever since he was a little kid. (Ericsson says that it takes approximately ten thousand hours of Deliberate Practice to gain true expertise, so it helps to start young.)

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In 2012, we tried to put a stop to this with rules mitigating churn: infrastructure teams must do the work to move their internal users to new versions themselves or do the update in place, in backward-compatible fashion. This policy, which we’ve called the “Churn Rule,” scales better: dependent projects are no longer spending progressively greater effort just to keep up. We’ve also learned that having a dedicated group of experts execute the change scales better than asking for more maintenance effort from every user: experts spend some time learning the whole problem in depth and then apply that expertise to every subproblem. Forcing users to respond to churn means that every affected team does a worse job ramping up, solves their immediate problem, and then throws away that now-useless knowledge. Expertise scales better.

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Although the United States did not escape unscathed—more than 12,000 Americans lost their lives—we were fortunate that this particular strain of H1N1 turned out to be less deadly than the experts had feared, and news that the pandemic had abated by mid-2010 didn’t generate headlines. Still, I took great pride in how well our team had performed. Without fanfare or fuss, not only had they helped keep the virus contained, but they’d strengthened our readiness for any future public health emergency—which would make all the difference several years later, when the Ebola outbreak in West Africa would trigger a full-blown panic.

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The early Iditarod dogs were tough and hearty and so were the people who ran these teams. The first races took many days/weeks. During these early Iditarod runs, there were no headlights, no booties except the rare hand-sewn seal-skin bootie, no reflective trail markers (spruce boughs if anything), no quick-change runners, and no pre-race drop-bags assigned to each checkpoint. The mushers that ran were experts in survivalist arctic living and elite dog-men; many times these individuals were the trail-breakers as Iditarod was a trail and not a highway at that time. I remember air dropping dog food to the mushers at Poorman, they were snowshoeing in front of their teams. Mushers camped ang rested at night. The dogs were more trap-line dogs than anything. Today's Iditarod dogs are trained better and selected for more speed. (From the foreword by Terry O. Adkins)

Luo Ji spent the night in a fevered torpor, haunted endlessly by restless dreams in which the stars in the night sky swirled and danced like grains of sand on the skin of a drum. He was even aware of the gravitational interaction between these stars: It wasn’t three-body motion, but the 200-billion-body motion of all of the stars in the galaxy! Then the swirling stars clustered into an enormous vortex, and in that mad spiral the vortex transformed again into a giant serpent formed from the congealed silver of every star, which drilled into his brain with a roar.… At around four in the morning, Zhang Xiang was awakened by his phone. It was a call from the Planetary Defense Council Security Department leadership who, in severe tones, demanded that he report immediately on Luo Ji’s condition, and ordered the base to be put under a state of emergency. A team of experts was on its way over. As soon as he hung up the phone, it rang again, this time with a call from the doctor in the tenth basement, who reported that the patient’s condition had sharply deteriorated and he was now in a state of shock. Zhang Xiang descended the elevator at once, and the panicked doctor and nurse informed him that Luo Ji had begun spitting up blood in the middle of the

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As I mentioned in the first chapter, management experts Dave Logan, John King, and Halee Fischer-Wright describe five stages of tribal development in their book, Tribal Leadership. My goal in my first year as head coach was to transform the Bulls from a stage 3 team of lone warriors committed to their own individual success (“I’m great and you’re not”) to a stage 4 team in which the dedication to the We overtakes the emphasis on the Me (“We’re great and you’re not”).

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If anyone was defending science, it seemed to be the German team. Nobody could dispute that the panel of the original Flower had been decayed by wormwood. As Hammerschmidt-Hummel pointed out, “It had already been described in these terms by British experts at the end of the 19th and the beginning of the 20th centuries, among them the director of the National Portrait Gallery.” Yet now the panel appeared improved, “showing no signs of wormwood damage… [and] the peripheral areas, which in the original painting are brittle and have been broken or chipped away in places, exhibit no such damage in the portrait inspected in the RSC depository.

Give me a team of five, with an engineer, physicist, mathematician, coder and composer, and I'll improvise a nation impenetrable, without needing to kill a single soldier.

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1. The coercive style. This “Do what I say” approach can be very effective in a turnaround situation, a natural disaster, or when working with problem employees. But in most situations, coercive leadership inhibits the organization’s flexibility and dampens employees’ motivation. 2. The authoritative style. An authoritative leader takes a “Come with me” approach: she states the overall goal but gives people the freedom to choose their own means of achieving it. This style works especially well when a business is adrift. It is less effective when the leader is working with a team of experts who are more experienced than he is. 3. The affiliative style. The hallmark of the affiliative leader is a “People come first” attitude. This style is particularly useful for building team harmony or increasing morale. But its exclusive focus on praise can allow poor performance to go uncorrected. Also, affiliative leaders rarely offer advice, which often leaves employees in a quandary. 4. The democratic style. This style’s impact on organizational climate is not as high as you might imagine. By giving workers a voice in decisions, democratic leaders build organizational flexibility and responsibility and help generate fresh ideas. But sometimes the price is endless meetings and confused employees who feel leaderless. 5. The pacesetting style. A leader who sets high performance standards and exemplifies them himself has a very positive impact on employees who are self-motivated and highly competent. But other employees tend to feel overwhelmed by such a leader’s demands for excellence—and to resent his tendency to take over a situation. 6. The coaching style. This style focuses more on personal development than on immediate work-related tasks. It works well when employees are already aware of their weaknesses and want to improve, but not when they are resistant to changing their ways.

During NASA’s first fifty years the agency’s accomplishments were admired globally. Democratic and Republican leaders were generally bipartisan on the future of American spaceflight. The blueprint for the twenty-first century called for sustaining the International Space Station and its fifteen-nation partnership until at least 2020, and for building the space shuttle’s heavy-lift rocket and deep spacecraft successor to enable astronauts to fly beyond the friendly confines of low earth orbit for the first time since Apollo. That deep space ship would fly them again around the moon, then farther out to our solar system’s LaGrange points, and then deeper into space for rendezvous with asteroids and comets, learning how to deal with radiation and other deep space hazards before reaching for Mars or landings on Saturn’s moons. It was the clearest, most reasonable and best cost-achievable goal that NASA had been given since President John F. Kennedy’s historic decision to land astronauts on the lunar surface. Then Barack Obama was elected president. The promising new chief executive gave NASA short shrift, turning the agency’s future over to middle-level bureaucrats with no dreams or vision, bent on slashing existing human spaceflight plans that had their genesis in the Kennedy, Johnson, Nixon, Ford, Carter, Reagan, Bush, Clinton, and Bush White Houses. From the starting gate, Mr. Obama’s uncaring space team rolled the dice. First they set up a presidential commission designed to find without question we couldn’t afford the already-established spaceflight plans. Thirty to sixty thousand highly skilled jobs went on the chopping block with space towns coast to coast facing 12 percent unemployment. $9.4 billion already spent on heavy-lift rockets and deep space ships was unashamedly flushed down America’s toilet. The fifty-year dream of new frontiers was replaced with the shortsighted obligations of party politics. As 2011 dawned, NASA, one of America’s great science agencies, was effectively defunct. While Congress has so far prohibited the total cancellation of the space agency’s plans to once again fly astronauts beyond low earth orbit, Obama space operatives have systematically used bureaucratic tricks to slow roll them to a crawl. Congress holds the purse strings and spent most of 2010 saying, “Wait just a minute.” Thousands of highly skilled jobs across the economic spectrum have been lost while hundreds of billions in “stimulus” have been spent. As of this writing only Congress can stop the NASA killing. Florida’s senior U.S. Senator Bill Nelson, a Democrat, a former spaceflyer himself, is leading the fight to keep Obama space advisors from walking away from fifty years of national investment, from throwing the final spade of dirt on the memory of some of America’s most admired heroes. Congressional committees have heard from expert after expert that Mr. Obama’s proposal would be devastating. Placing America’s future in space in the hands of the Russians and inexperienced commercial operatives is foolhardy. Space legend John Glenn, a retired Democratic Senator from Ohio, told president Obama that “Retiring the space shuttles before the country has another space ship is folly. It could leave Americans stranded on the International Space Station with only a Russian spacecraft, if working, to get them off.” And Neil Armstrong testified before the Senate’s Commerce, Science & Transportation Committee that “With regard to President Obama’s 2010 plan, I have yet to find a person in NASA, the Defense Department, the Air Force, the National Academies, industry, or academia that had any knowledge of the plan prior to its announcement. Rumors abound that neither the NASA Administrator nor the President’s Science and Technology Advisor were knowledgeable about the plan. Lack of review normally guarantees that there will be overlooked requirements and unwelcome consequences. How could such a chain of events happen?

Change the location of strategy meetings. Create an element of surprise. ■ Invite provocative conversations and presentations with “outsiders,” including those outside a functional group, a product group, an industry sector, or a particular level of management. ■ Establish interactions with non-experts, academics, politicians, consultants, professionals from various fields, children, teenagers, young adults, middle-age and mature adults, religious leaders, people from an extreme range of economic backgrounds, and those of diverse cultural and ethnic backgrounds. ■ Volunteer to be part of an action-learning team to solve a problem for tasks that are outside of familiar functional or product areas. ■ Join conversations, discussions, and meetings where your frame is an outlier. ■ Participate in high-level strategy-making meetings and code the frames represented as points of view are expressed. ■ Note any frame omissions that could bring value.

I have been so lucky to lead amazing teams to incredible places: the remote Venezuelan jungles of the “Lost World” in search of Jimmy Angel’s lost gold; or the remote white desert that is Antarctica to climb unclimbed peaks. (I managed to break my shoulder in a fall on that trip, but you can’t win them all!) Then we returned to the Himalayas, where my buddy Gilo and I flew powered paragliders to above the height of Everest. Once again, we were raising funds for the charity Global Angels, an extraordinary charity that champions the most needy kids around the world. But the flight itself was a mission that so nearly had fatal consequences. All the aviation and cold-weather experts predicted almost certain disaster; from frozen parachutes to uncontrollable hurricane-force winds, from impossible takeoffs to bone-breaking landings--and that was before they even contemplated whether a small one-man machine could even be designed to be powerful enough to fly that high. And if we could, it certainly then would not be possible to lift it on to our backs. But we pulled it off: Gilo designed and built the most powerful, supercharged, fuel-injected, one-man powered paraglider engine in history, and by the grace of God we somehow got airborne with these monsters on our backs. Some blessed weather and some ball-twitching flying, and we proved the skeptics wrong--even, at the end, landing effortlessly at the foot of the Everest range, nimbly on two feet, like twinkle-toes. Mission complete.

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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.

Pinned to the left-hand wall opposite the construction schedule was another butcher-block-size sheet almost identical in form, except this one, O’Sullivan said, was called a “submittal schedule.” It was also a checklist, but it didn’t specify construction tasks; it specified communication tasks. For the way the project managers dealt with the unexpected and the uncertain was by making sure the experts spoke to one another—on X date regarding Y process. The experts could make their individual judgments, but they had to do so as part of a team that took one another’s concerns into account, discussed unplanned developments, and agreed on the way forward. While no one could anticipate all the problems, they could foresee where and when they might occur. The checklist therefore detailed who had to talk to whom, by which date, and about what aspect of construction—who had to share (or “submit”) particular kinds of information before the next steps could proceed.

The object is for the defense team to convince the jury of two things: that the shooter did what he or she was trained to do, and that what they were trained to do was in fact the appropriate thing to do.

Expert: Next time someone mentions your coworker Regina’s sexting habit, simply put up your hand and repeat after me: “Imma tell her you said that.” Voilà! You are no longer trusted with gossip. Team-building

For example, AT&T—not known for innovation in the past twenty years—recently created five labs (AT&T calls them “foundries”), each employing forty to fifty interdisciplinary experts. Their task: testing new insights generated inside and outside AT&T. The foundries house marketing experts from the business units, experts in telecommunications technologies, and experts in design thinking. What’s more, AT&T has invited start-ups and established companies from many industries to participate in rapidly developing and experimenting with new technologies. Each new idea is run through a twelve-week project, where a team applies the kinds of tools we describe in this book to produce virtual or physical prototypes.

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Take Brooksley Born, former chair of the Commodity Futures Trading Commission (CFTC), who waged an unsuccessful campaign to regulate the multitrillion-dollar derivatives market. Soon after the Clinton administration asked her to take the reins of the CFTC, a regulatory backwater, she became aware of the over-the-counter (OTC) derivatives market, a rapidly expanding and opaque market, which she attempted to regulate. According to a PBS Frontline special: "Her attempts to regulate derivatives ran into fierce resistance from then-Fed Chairman Alan Greenspan, then-Treasury Secretary Robert Rubin, and then-Deputy Treasury Secretary Larry Summers, who prevailed upon Congress to stop Born and limit future regulation." Put more directly by New York Times reporter Timothy O'Brien, "they ... shut her up and shut her down." Mind you, Born was no dummy. She was the first female president of the Stanford Law Review, the first woman to finish at the top of the class, and an expert in commodities and futures. But because a trio of people who were literally en-titled decided they knew what was best for the market, they dismissed her call for regulation, a dismissal that triggered the financial collapse of 2008. To be fair to Greenspan et al., their resistance was not surprising. According to psychologists Hillel Einhorn and Robin Hogarth, "we [as human beings] are prone to search only for confirming evidence, and ignore disconfirming evidence." In the case of Born, it was the '90s, the markets were doing well, and the country was prospering; it's easy to see why the powerful troika rejected her disconfirming views. Throw in the fact that the disconcerting evidence was coming from a "disconfirming" person (i.e., a woman), and they were even more likely to disregard the data. In the aftermath, Arthur Levitt, former chairman of the SEC, said, "If she just would have gotten to know us... maybe it would have gone a different way."12 Born quotes Michael Greenberg, the director of the CFTC under her, as saying, "They say you weren't a team player, but I never saw them issue you a uniform." We like ideas and people that fit into our world-view, but there is tremendous value in finding room for those that don't. According to Paul Carlile and Clayton Christensen, "It is only when an anomaly is identified—an outcome for which a theory can't account that an opportunity to improve theory occurs."13 One of the ways you'll know you are coming up against an anomaly is if you find yourself annoyed, defensive, even dismissive, of a person, or his idea.

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It therefore appears that in following the Mediterranean Diet, we are relying on data collected by Keys in postwar Greece from a mere handful of men, partly during Lent, and then distorted by Willett’s team who, like so many experts, were biased against saturated fat. Cretans in the 1960s clearly drank more milk and ate more red meat than we’ve been led to believe. Even so, it’s curious that this diet in its day, on Crete, was not widely beloved.

Colonel Edwin F. Glenn led a team of water cure experts in the Philippines and was court-martialed for violating the 1863 code’s prohibition on torture. Twelve years later, he drafted the field manual on the laws of war that American officers would carry into two world wars.

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Dr. Luise Light is a nutrition expert and led the team at the Department of Agriculture that made the original recommendations for the food pyramid. If you review her original recommendations, they sounds very similar to dietary advice given by nutritionists today: lots of vegetables, more lean sources of protein like fish and nuts, and less dairy and processed foods. Those guidelines, according to Dr. Light, did not survive their trip to the office of the Head of the Department of Agriculture. In a 2004 account, she described herself as “shocked” by the changes that were made. Her team placed fruits and vegetables at the base of the pyramid and whole-grain breads and cereals further up. The new guidelines not only switched carbohydrates to the base of the pyramid, it moved processed foods like crackers and corn flakes, which Dr. Light and her team had placed at the top of the pyramid with chocolate, to the base of the pyramid. Even with all the edits, the food pyramid was not released for another 12 years.

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and Jon Cassir are the finest agents in the business, and it’s an honor to have them watching my back. The entire team at Thomas & Mercer is extraordinary. My FF Alison Dasho performed a masterful edit with a baby in her belly. Alan Turkus expertly took the reins when said baby insisted on coming out. Jacque Ben-Zekry will soon rule the world. Gracie Doyle is the Queen of PR. Danielle Marshall is a mysterious genius. Daphne Durham is unbeatable for