Remote Team Quotes

Thom pulled nervously at his ‘Kings’ t-shirt. The Kings are a brutal West African gang that he follows onscreen. Such ‘tourist shows’, as I understand they are called, have become wildly popular in recent years, as global unrest makes actual travel less popular. Armoured imaging teams, using tiny remote drone cameras known as ‘flies’, take the viewer inside the violent, gang-controlled regions of Nigeria and Cameroon. Using a touch screen, viewers (or ‘zoners’ as they are sometimes called) can follow the action from multiple angles while cheering on their favourite gang.

• Starting with trust and giving employees great autonomy and flexibility allows people to feel independent and empowered while still feeling like a part of something bigger. This leads to happy, loyal employees with a rich quality of life, which in turn leads to an amazing culture.

Adopting a remote, managerial point of view, you could say that the Eagle project was a case where a local system of management worked as it should: competition for resources creating within a team inside a company an entrepreneurial spirit, which was channeled in the right direction by constraints sent down from the top. But it seems more accurate to say that a group of engineers got excited about building a computer.

Adopting a remote, managerial point of view, you could say that the Eagle project was a case where a local system of management worked as it should: competition for resources creating within a team inside a company an entrepreneurial spirit, which was channeled in the right direction by constraints sent down from the top. But it seems more accurate to say that a group of engineers got excited about building a computer. Whether it arose by corporate bungling or by design, the opportunity had to be grasped.

It wasn´t the work that was stressing them out; it was constantly having to stop working so they could talk about the work they were just distracted from doing

Maintaining high levels of authentic engagement with remote workers is key to the success of the teams

If a worker’s motivation is slumping, it’s probably because the work is weakly defined or appears pointless, or because others on the team are acting like tools.

The key to culture is how you build relationships. It’s about the quality and types of conversations you have, not where you have them.

Release yourself from the 9am-to-5pm mentality. It might take a bit of time and practice to get the hang of working asynchronously with your team, but soon you’ll see that it’s the work—not the clock—that matters.

They’re into a bit more than assassination,” said the Admiral, aka Mr Brown, “and not all of them are top agents—the ones that use the names of gods and goddesses to identify themselves. Some are called daemons, and they serve as apprentices to the top players. They’ve a large number of people in the mix. Same arrangement. A team of professional killers, safe crackers, explosives—you name it —round each one, and they’re not afraid to sacrifice members for the objective, or to protect the goddess or god heading it. Every time we get close to them we lose people. It’s as if they’re playing with us. We’re pretty sure they’re all very well connected, and some of them indulge in what they call ‘hunting’. Some poor bastard is abducted and dumped somewhere remote without the means to defend himself. Then he or she is hunted by one or more of the Pantheon. They’re psychopaths—but, as I said, they’re very well connected.

To start building your remote culture, establish and share some basic rules. The first and most important rule is mutual trust between the company and its workers. The rules after that? As few as possible. Tell your employees they will be treated like adults with the flexibility to get the job done however is best for them.

They took the two to a remote location and interrogated each separately. Even after using classic techniques like the prisoner’s dilemma—assuring each suspect that the other was going to implicate him—the Mafia members did not obtain confessions. The two interrogation teams conferred and, by Mannoia’s account, concluded that these two criminals were actually innocent of the misdeeds in question. We asked what happened next. “We strangled them,” came his matter-of-fact reply. “Why would you do that?!” exclaimed Pat Fitzgerald. They had been innocent. “Because by our questioning we had revealed ourselves to be Cosa Nostra. We could not let them live with that knowledge.

PJs use parachuting skills to raid into enemy territory to rescue and save lives; army rangers parachute onto the battle field to kill enemy soldiers and capture ground, while a Green Beret will infiltrate a remote, hostile area to teach the local populace how to fight and defend themselves against an enemy. Recon marines can sneak into enemy territory and learn all their secrets. SEALs are small direct-action-oriented teams that can infiltrate areas by sea air, or land to accomplish their objectives, such as capturing or destroying high value targets. Air force combat controllers call in airstrikes, help seize enemy airfields, and use their air traffic control skills to orchestrate everything from large-scale aerial invasions to small insertions of American planes and soldiers. All of these elite units consider themselves exclusive brotherhoods. Members of these outfits live at the most dangerous extreme of human experience and entrust their lives to each other. They focus on a common mission and share unique experiences of adventure and danger.

Finally, the physical damage Osama and friends can do us—terrible as it has been thus far—is as nothing as to what he is doing to our liberties. Once alienated, an “unalienable right” is apt to be forever lost, in which case we are no longer even remotely the last best hope of earth but merely a seedy imperial state whose citizens are kept in line by SWAT teams and whose way of death, not life, is universally imitated.

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!

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.

One Autumn night, in Sudbury town, Across the meadows bare and brown, The windows of the wayside inn Gleamed red with fire-light through the leaves Of woodbine, hanging from the eaves Their crimson curtains rent and thin.” “As ancient is this hostelry As any in the land may be, Built in the old Colonial day, When men lived in a grander way, With ampler hospitality; A kind of old Hobgoblin Hall, Now somewhat fallen to decay, With weather-stains upon the wall, And stairways worn, and crazy doors, And creaking and uneven floors, And chimneys huge, and tiled and tall. A region of repose it seems, A place of slumber and of dreams, Remote among the wooded hills! For there no noisy railway speeds, Its torch-race scattering smoke and gleeds; But noon and night, the panting teams Stop under the great oaks, that throw Tangles of light and shade below, On roofs and doors and window-sills. Across the road the barns display Their lines of stalls, their mows of hay, Through the wide doors the breezes blow, The wattled cocks strut to and fro, And, half effaced by rain and shine, The Red Horse prances on the sign. Round this old-fashioned, quaint abode Deep silence reigned, save when a gust Went rushing down the county road, And skeletons of leaves, and dust, A moment quickened by its breath, Shuddered and danced their dance of death, And through the ancient oaks o'erhead Mysterious voices moaned and fled. These are the tales those merry guests Told to each other, well or ill; Like summer birds that lift their crests Above the borders of their nests And twitter, and again are still. These are the tales, or new or old, In idle moments idly told; Flowers of the field with petals thin, Lilies that neither toil nor spin, And tufts of wayside weeds and gorse Hung in the parlor of the inn Beneath the sign of the Red Horse. Uprose the sun; and every guest, Uprisen, was soon equipped and dressed For journeying home and city-ward; The old stage-coach was at the door, With horses harnessed, long before The sunshine reached the withered sward Beneath the oaks, whose branches hoar Murmured: "Farewell forevermore. Where are they now? What lands and skies Paint pictures in their friendly eyes? What hope deludes, what promise cheers, What pleasant voices fill their ears? Two are beyond the salt sea waves, And three already in their graves. Perchance the living still may look Into the pages of this book, And see the days of long ago Floating and fleeting to and fro, As in the well-remembered brook They saw the inverted landscape gleam, And their own faces like a dream Look up upon them from below.

Today the intellectual leaders of the Republican Party are the paranoids, kooks, know-nothings, and bigots who once could be heard only on late-night talk shows, the stations you listened to on long drives because it was hard to fall asleep while laughing. When any political movement loses all sense of self and has no unifying theory of government, it ceases to function as a collective rooted in thought and becomes more like fans of a sports team. Asking the Republican Party today to agree on a definition of conservatism is like asking New York Giants fans to have a consensus opinion on the Law of the Sea Treaty. It’s not just that no one knows anything about the subject; they don’t remotely care. All Republicans want to do is beat the team playing the Giants. They aren’t voters using active intelligence or participants in a civil democracy; they are fans. Their role is to cheer and fund their team and trash-talk whatever team is on the other side. This removes any of the seeming contradiction of having spent years supporting principles like free trade and personal responsibility to suddenly stop and support the opposite. Think of those principles like players on a team. You cheered for them when they were on your team, but then management fired them or traded them to another team, so of course you aren’t for them anymore. If your team suddenly decides to focus on running instead of passing, no fan cares—as long as the team wins. Stripped of any pretense of governing philosophy, a political party will default to being controlled by those who shout the loudest and are unhindered by any semblance of normalcy. It isn’t the quiet fans in the stands who get on television but the lunatics who paint their bodies with the team colors and go shirtless on frigid days. It’s the crazy person who lunges at the ref and jumps over seats to fight the other team’s fans who is cheered by his fellow fans as he is led away on the jumbotron. What is the forum in which the key issues of the day are discussed? Talk radio and the television shows sponsored by the team, like Fox & Friends, Tucker Carlson, and Sean Hannity.

One Autumn night, in Sudbury town, Across the meadows bare and brown, The windows of the wayside inn Gleamed red with fire-light through the leaves Of woodbine, hanging from the eaves Their crimson curtains rent and thin. As ancient is this hostelry As any in the land may be, Built in the old Colonial day, When men lived in a grander way, With ampler hospitality; A kind of old Hobgoblin Hall, Now somewhat fallen to decay, With weather-stains upon the wall, And stairways worn, and crazy doors, And creaking and uneven floors, And chimneys huge, and tiled and tall. A region of repose it seems, A place of slumber and of dreams, Remote among the wooded hills! For there no noisy railway speeds, Its torch-race scattering smoke and gleeds; But noon and night, the panting teams Stop under the great oaks, that throw Tangles of light and shade below, On roofs and doors and window-sills. Across the road the barns display Their lines of stalls, their mows of hay, Through the wide doors the breezes blow, The wattled cocks strut to and fro, And, half effaced by rain and shine, The Red Horse prances on the sign. Round this old-fashioned, quaint abode Deep silence reigned, save when a gust Went rushing down the county road, And skeletons of leaves, and dust, A moment quickened by its breath, Shuddered and danced their dance of death, And through the ancient oaks o'erhead Mysterious voices moaned and fled. These are the tales those merry guests Told to each other, well or ill; Like summer birds that lift their crests Above the borders of their nests And twitter, and again are still. These are the tales, or new or old, In idle moments idly told; Flowers of the field with petals thin, Lilies that neither toil nor spin, And tufts of wayside weeds and gorse Hung in the parlor of the inn Beneath the sign of the Red Horse. Uprose the sun; and every guest, Uprisen, was soon equipped and dressed For journeying home and city-ward; The old stage-coach was at the door, With horses harnessed,long before The sunshine reached the withered sward Beneath the oaks, whose branches hoar Murmured: "Farewell forevermore. Where are they now? What lands and skies Paint pictures in their friendly eyes? What hope deludes, what promise cheers, What pleasant voices fill their ears? Two are beyond the salt sea waves, And three already in their graves. Perchance the living still may look Into the pages of this book, And see the days of long ago Floating and fleeting to and fro, As in the well-remembered brook They saw the inverted landscape gleam, And their own faces like a dream Look up upon them from below.

now known to exist in substantial numbers in the rain forests of Zaire—the total population is estimated at perhaps thirty thousand—yet its existence wasn’t even suspected until the twentieth century. The large flightless New Zealand bird called the takahe had been presumed extinct for two hundred years before being found living in a rugged area of the country’s South Island. In 1995 a team of French and British scientists in Tibet, who were lost in a snowstorm in a remote valley, came across a breed of horse, called the Riwoche, that had previously been known only from prehistoric cave drawings. The valley’s inhabitants were astonished to learn that the horse was considered a rarity in the wider world.

Until now. You and I are a mis-Match, Ellie, because I hacked into your servers to manipulate our results.” “Rubbish,” Ellie said, secretly balking at the notion. She folded her arms indignantly. “Our servers are more secure than almost every major international company across the world. We receive so many hacking attempts, yet no one gets in. We have the best software and team money can buy to protect us against people like you.” “You’re right about some of that. But what your system didn’t take into account was your own vanity. Do you remember receiving an email some time ago with the subject ‘Businesswoman of the Year Award’? You couldn’t help but open it.” Ellie vaguely remembered reading the email as it had been sent to her private account, which only a few people had knowledge of. “Attached to it was a link you clicked on and that opened to nothing, didn’t it?” Matthew continued. “Well, it wasn’t nothing to me, because your click released a tiny, undetectable piece of tailor-made malware that allowed me to remotely access your network and work my way around your files. Everything you had access to, I had access to. Then I simply replicated my strand of DNA to mirror image yours, sat back and waited for you to get in touch. That’s why I came for a job interview, to learn a little more about the programming and systems you use. Please thank your head of personnel for leaving me alone in the room for a few moments with her laptop while she searched for a working camera to take my head shot. That was a huge help in accessing your network. Oh, and tell her to frisk interviewees for lens deflectors next time—they’re pocket-sized gadgets that render digital cameras useless.

Forced teaming is done in many contexts for many reasons, but when applied by a stranger to a woman in a vulnerable situation (such as alone in a remote or unpopulated area), it is always inappropriate. It is not about partnership or coincidence—it is about establishing rapport, and that may or may not be all right, depending on why someone seeks rapport. Generally speaking, rapport-building has a far better reputation than it deserves. It is perceived as admirable when in fact it is almost always done for self-serving reasons. Even though the reasons most people seek rapport aren’t sinister, such as pleasantly conversing with someone you’ve just met at a party, that doesn’t mean a woman must participate with every stranger who approaches her. Perhaps the most admirable reason to seek rapport would be to put someone at ease, but if that is a stranger’s entire intent, a far simpler way is to just leave the woman alone.

Baseball may be called the national pastime, but it survives on the sentimentality of middle-age men who wistfully dream of playing catch with their fathers and sons. Football, with its dull stoppages, lost its military-industrial relevance with the end of the Cold War, and has become as tired and predictable in performance as it is in political metaphor. The professional game floats on an ocean of gambling, the players' steroid-laced bodies having outgrown their muscular and skeletal carriages. Biceps rip from their moorings, ankles break on simple pivots. Achilles' tendons shrivel like slugs doused with salt. Soccer and basketball are the only mainstream sports that truly plug into the modem-pulse of a dot-com society. Soccer is perfectly suited for a country of the hamster-treadmill pace, the remote-control zap and the national attention deficit—two 45-minute halves, the clock never stops, no commercial interruptions, the final whistle blows in less than two hours. It is a fluid game of systemized chaos that, no matter how tightly scripted by coaches, cannot be regulated any more than information can be truly controlled on the Internet.

Dear Lucas, I never met a boy with manners as good as yours. You ought to have a British accent. At homecoming, you wore a cravat and it suited you so well I think you could wear one all the time and get away with it. Oh, Lucas! I wish I knew what kind of girls you liked. As far as I can tell, you haven’t dated anyone…unless you have a girlfriend at another school. You’re just so mysterious. I hardly know a thing about you. The things I know are so unsubstanial, so unsatisfying, like that you eat a chicken sandwich every day at lunch, and you’re on the golf team. I guess the one remotely real thing I know about you is you’re a good writer, which must mean you have deep reserves of emotion. Like that short story you wrote in creative writing about the poisoned well, and it was from a six-year-old boy’s perspective. It was so sensitive, so keen! That story made me feel like I knew you at least a little bit. But I don’t know you, and I wish I did. I think you’re very special. I think you are probably one of the most special people at our school, and I wish more people knew that about you. Or maybe I don’t, because sometimes it’s nice to be the only one who knows something. Love, Lara Jean

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Having judged, condemned, abandoned his cultural forms, his language, his food habits, his sexual behavior, his way of sitting down, of resting, of laughing, of enjoying himself, the oppressed flings himself upon the imposed culture with the desperation of a drowning man. Developing his technical knowledge in contact with more and more perfected machines, entering into the dynamic circuit of industrial production, meeting men from remote regions in the framework of the concentration of capital, that is to say, on the job, discovering the assembly line, the team, production �time,� in other words yield per hour, the oppressed is shocked to find that he continues to be the object of racism and contempt. It is at this level that racism is treated as a question of persons. �There are a few hopeless racists, but you must admit that on the whole the population likes….� �With time all this will disappear.� �This is the country where there is the least amount of race prejudice.� �At the United Nations there is a commission to fight race prejudice.� Films on race prejudice, poems on race prejudice, messages on race prejudice. Spectacular and futile condemnations of race prejudice. In reality, a colonial country is a racist country. If in England, in Belgium, or in France, despite the democratic principles affirmed by these respective nations, there are still racists, it is these racists who, in their opposition to the country as a whole, are logically consistent. It is not possible to enslave men without logically making them inferior through and through. And racism is only the emotional, affective, sometimes intellectual explanation of this inferiorization. The racist in a culture with racism is therefore normal. He has achieved a perfect harmony of economic relations and ideology. The idea that one forms of man, to be sure, is never totally dependent on economic relations, in other words—and this must not be forgotten—on relations existing historically and geographically among men and groups. An ever greater number of members belonging to racist societies are taking a position. They are dedicating themselves to a world in which racism would be impossible. But everyone is not up to this kind of objectivity, this abstraction, this solemn commitment. One cannot with impunity require of a man that he be against �the prejudices of his group.� And, we repeat, every colonialist group is racist. �Acculturized� and deculturized at one and the same time, the oppressed continues to come up against racism. He finds this sequel illogical, what be has left behind him inexplicable, without motive, incorrect. His knowledge, the appropriation of precise and complicated techniques, sometimes his intellectual superiority as compared to a great number of racists, lead him to qualify the racist world as passion-charged. He perceives that the racist atmosphere impregnates all the elements of the social life. The sense of an overwhelming injustice is correspondingly very strong. Forgetting racism as a consequence, one concentrates on racism as cause. Campaigns of deintoxication are launched. Appeal is made to the sense of humanity, to love, to respect for the supreme values.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

De Villiers was shortlisted for the South African national hockey squad,’ the article says. True or false? False. In truth, I played hockey for one year at high school and was a member of the Afrikaanse Hoër Seunskool Under-16A team that beat our near neighbours and rivals at Pretoria Boys’ High for the first time, but I was never shortlisted for the national hockey squad, or ever came remotely close to that level. ‘De Villiers was shortlisted for the South African national football squad,’ the article says. True or false? False. I have never played any organised football (soccer). We used to kick a ball around during break at school and the game has become part of the Proteas’ warm-up routine. That is all. ‘De Villiers was the captain of South Africa junior rugby,’ the article says. True or false? False. I played rugby at primary school and high school, and enjoyed every minute, but I never represented South Africa at any level, either at SA Schools or SA Under-20, and was never captain. ‘De Villiers is still the holder of six national school swimming records,’ the article says. True or false? False. As far as I recall, I did set an Under-9 breaststroke record at Warmbaths Primary School but I have never held any national school swimming records, not even for a day. ‘De Villiers has the record fastest 100 metres time among South African junior sprinters,’ the article says. True or false? False. I did not sprint at all at school. Elsewhere on the Internet, to my embarrassment, there are articles in which the great sprinter Usain Bolt is asked which cricketer could beat him in a sprint and he replies ‘AB de Villiers’. Maybe, just maybe, I would beat him if I were riding a motorbike. ‘De Villiers was a member of the national junior Davis Cup tennis team,’ the article says. True or false? Almost true. As far as I know, there was no such entity as the national junior Davis Cup team, but I did play tennis as a youngster, loved the game and was occasionally ranked as the national No. 1 in my age group. ‘De Villiers was a national Under-19 badminton

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Although they could all work remotely, meeting only in virtual environments, something about physical proximity tended to foster the creative process, resulting in improved team cohesiveness and more innovative project outcomes.

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

I turned off the TV and threw the remote on the couch. It was on as I came home from my visit to Rhonda’s, file still under my arm, and no one was watching. Before I turned it off, I paused to hear if they had any news in the case of the disappearance of the three teenage girls who went missing after prom night two weeks ago. It was all everyone talked about lately, and I had to say that the reporter on News13 was right; it remained a strange mystery. They had been gone for two entire weeks now, and still, there was no trace of the girls. The theories went from them being kidnapped to them having planned this themselves to escape the pressure of senior year and exams. The last part was way too far out for my taste, but that left us with the first option, and I really didn’t like that either. Matt had been on the case from the night they never came home, and their parents anxiously called CBPD to ask them to set up search teams.

The most cited experiment in this field was conducted a quarter-century ago. Researcher Benjamin Libet asked subjects to choose a random moment to perform a hand motion while hooked up to an electroencephalograph (EEG) monitor in which the so-called “readiness potential” of the brain was being monitored. Naturally, electrical signals always precede actual physical actions, but Libet wanted to know whether they also preceded a subject’s subjective feeling of intention to act. In short, is there some subjective “self ” who consciously decides things, thereby setting in motion the brain’s electrical activities that ultimately lead to the action? Or is it the other way ’round? Subjects were therefore asked to note the position of a clock’s second hand when they first felt the initial intention to move their hand. Libet’s findings were consistent, and perhaps not surprising: unconscious, unfelt, brain electrical activity occurred a full half second before there was any conscious sense of decision-making by the subject. More recent experiments by Libet, announced in 2008, analyzing separate, higher-order brain functions, have allowed his research team to predict up to ten seconds in advance which hand a subject is about to decide to raise. Ten seconds is nearly an eternity when it comes to cognitive decisions, and yet a person’s eventual decision could be seen on brain scans that long before the subject was even remotely aware of having made any decision. This and other experiments prove that the brain makes its own decisions on a subconscious level, and people only later feel that “they” have performed a conscious decision. It means that we go through life thinking that, unlike the blessedly autonomous operations of the heart and kidneys, a lever-pulling “me” is in charge of the brain’s workings. Libet concluded that the sense of personal free will arises solely from a habitual retrospective perspective of the ongoing flow of brain events.

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.

Hackman established that team performance can be assessed by a specific set of standards. One of his enduring contributions includes three criteria for establishing successful outcomes for teams that are applicable across the board, regardless of industry or context: 1) delivering results, or achieving expected goals; 2) facilitating individual growth, or a sense of personal development and well-being; and 3) building team cohesion, or ensuring that the team is operating as one unit.

In ancient times, when the king would visit remote areas of his kingdom, a team would be sent ahead to smooth the road for his chariot. Holes would be filled in and bumps would be smoothed out. In the same way, when the Holy Spirit touches human hearts, it cuts down pride and the love of pleasure and power. It increases humility and self-sacrificing love. John’s mission was the same: to prepare the hearts of people for the coming King, so that they would be ready to accept Him.

If we’re struggling with trust issues, it means we made a poor hiring decision. If a team member isn’t producing good results or can’t manage their own schedule and workload, we aren’t going to continue to work with that person. It’s as simple as that. We employ team members who are skilled professionals, capable of managing their own schedules and making a valuable contribution to the organization. We have no desire to be babysitters during the day.

The eyes aren´t the window to the soul; the voice box is.

Recognition is celebrating what we do; appreciation is celebrating who we are. Both are worth celebrating.

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Despite stereotypes that telecommuting breeds slacking, early data suggests productivity is up, at least at some companies.8 As of June 2020, 82% of corporate leaders plan to allow remote working at least some of the time, and 47% say they intend to allow full-time remote work going forward.9 We are still early in the WFH experiment. High stress levels, distractions from family, and improvised tech aren’t a great match. We all have Zoom fatigue, but new tech is emerging that can improve team interactions. We crave contact, but not surveillance.

However, what an opportunity for a once-in-a-lifetime adventure. A chance to truly go somewhere consequential, somewhere distant by dog team. What a thrill it would be to soak in the very essence of a trail known only vicariously through book and legend. How overpowering the thought: To ride runners over a pioneer’s boulevard, where august spirits of old-time dog men sit in watch. Here was an occasion where all the noble qualities of a noble animal could be demonstrated to an ever-growing remote and mechanized world. Dare I hope that such an event would excite a renewed interest in the historic trail? That my adopted hometown, indeed all the communities along the way, would begin anew, an appreciative relationship with that heritage treasure? Yes, I just had to do it. There could never be another first Iditarod Race, and for that matter, the first could well be the last.

Huggy was also part of a research team that experimented with “prenups for start-ups.” They created 348 remote teams and asked each to develop a business plan for a wellness product. These new teams could bolster performance when—rather than racing to start their work—members devoted their first meeting to writing a prenup or a “charter” to spell out agreements about the team’s roles, norms, rules, and values. That way, rather than being mired in confusion and conflict about who ought to do what, and what was good and bad behavior, they were ready to charge ahead and develop their business plan.

You're just so mysterious. I hardly know a thing about you. The things I know are so unsubstantial, so unsatisfying, like that you eat a chicken sandwich every day at lunch, and you're on the golf team. I guess the one remotely real thing I know about you is you're a good writer, which must mean you have deep reserves of emotion.

You're just so mysterious. I hardly know a things about you. The things I know are so unsubstantial, so unsatisfying, like that you eat a chicken sandwich every day at lunch, and you're on the golf team. I guess the one remotely real thing I know about you is you're a good writer, which must mean you have deep reserves of emotion.

With what he called the 60–30–10 rule, Hackman concluded that 60 percent of team success depends on prework, or the way in which the team is designed; 30 percent depends on the initial launch; and only 10 percent depends on

Team launches (and periodic relaunch sessions) drive performance throughout the team’s journey. Relaunches are critical to keep remote teams cohesive, but even more so when teams transition to remote work, and especially by necessity as with COVID-19.

Shared goals that make plain and clear the aims that the team is pursuing. Shared understanding about each member’s roles, functions, and constraints. Shared understanding of available resources ranging from budgets to information. Shared norms that map out how teammates will collaborate effectively.

Periodic relaunches are the only structured mechanisms to give teams the ability to quickly pivot in a systematic way.

In other words, teams can disagree on the how—that is part of the dynamic process of teamwork—but before that process can even begin, teams must build a shared understanding of the goal, or the what.

Effective norms for communication have three primary functions: Outlining interaction and connection plans for all team members regardless of role or location Fostering psychological safety or the group’s level of comfort in expressing individual concerns to one another about tasks and errors Keeping each remote team member connected so that no one feels professionally isolated Plan Your Ongoing Communication

To ensure there is shared agreement on the goals that the team has been mobilized to accomplish, the launch session must be a dialogue. As leaders and team members offer input, ask questions, pose concerns, and respond to others, they begin to understand and buy into the goals from their own perspectives. Leaders can make sure the conversation stays focused on the big picture.

A launch that includes a frank discussion of such constraints enables the team to set expectations around how teammates allocate their time to different commitments.

To counter these fears, leaders and their teams must actively foster an atmosphere that makes everyone feel safe speaking up and asking questions. When errors are out in the open, people are able to discuss how to reduce these errors in the future. The result is a team that is constantly learning, engaging, and improving.

A team launch session is the opportunity to identify clear and specific team goals before taking any other steps forward.

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To minimize feeling siloed or out of the loop, remote teams depend on high levels of engagement, openness, and transparency. It cannot be faked or just done some of the time. That transparency must be ever-present in the actions of company leaders.

Feedback followed by recognition and appreciation helps team members feel valued & understand that they are vital parts of the company.

Then in 2014, a year after Ingo’s passing, I was reading Joe McMoneagle’s book Mind Trek. In it, Joe recounts his remote viewing of Mars on 22 May 1984—24 days before Ingo’s five-person team.[10] Joe speaks of the same entities, the same profound sense of loss, the same structures, the same inner chambers…to this day I am reluctant to discuss it, but if you want to know more, read Mind Trek.

Since early 1964, I have frequented the remote villages of Vietnam, along with teams of young social workers, and it is from these visits that I interpret the mind of the peasant.

if we use electrodes to study its oddly intelligent brain, we can replicate a pack of cloned genius dogs to do our bidding.” Everyone in the room smiled along with their leader. They followed his gaze to the TV monitor, now showing a photo of Wolfe with his arm around a young woman, and talking to a smiling black couple, while the dog sat at their feet. If any of those people happened to witness Jake Wolfe’s murder, they’d be killed too. He turned to Gisela and demanded, “Is the laboratory completion on schedule?” “Yes, it’s ready now, awaiting the scientists.” She tapped the remote and played a video. Attached to the mansion, in what appeared to be a five-car garage, a secret laboratory had been prepared for two epidemiologists Belken intended to kidnap. They would be forced to mutate the 1918 influenza pathogen into an even deadlier strain to be used as an aerosolized microbe weapon sprayed from ships or planes onto targeted cities. Their other task, equally important, would be to develop a new flu shot to immunize against the threat. There were murmurs of approval around the table. Belken nodded, hearing their flattering remarks. “Any report on our team kidnapping the targets?

If we’re struggling with trust issues, it means we made a poor hiring decision. If a team member isn’t producing good results or can’t manage their own schedule and workload, we aren’t going to continue to work with that person. It’s as simple as that. We employ team members who are skilled professionals, capable of managing their own schedules and making a valuable contribution to the organization. We have no desire to be babysitters during the day.” That

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.

In life you will face a lot of Circuses. You will pay for your failures. But, if you persevere, if you let those failures teach you and strengthen you, then you will be prepared to handle life’s toughest moments. July 1983 was one of those tough moments. As I stood before the commanding officer, I thought my career as a Navy SEAL was over. I had just been relieved of my SEAL squadron, fired for trying to change the way my squadron was organized, trained, and conducted missions. There were some magnificent officers and enlisted men in the organization, some of the most professional warriors I had ever been around. However, much of the culture was still rooted in the Vietnam era, and I thought it was time for a change. As I was to find out, change is never easy, particularly for the person in charge. Fortunately, even though I was fired, my commanding officer allowed me to transfer to another SEAL Team, but my reputation as a SEAL officer was severely damaged. Everywhere I went, other officers and enlisted men knew I had failed, and every day there were whispers and subtle reminders that maybe I wasn’t up to the task of being a SEAL. At that point in my career I had two options: quit and move on to civilian life, which seemed like the logical choice in light of my recent Officer Fitness Report, or weather the storm and prove to others and myself that I was a good SEAL officer. I chose the latter. Soon after being fired, I was given a second chance, an opportunity to deploy overseas as the Officer in Charge of a SEAL platoon. Most of the time on that overseas deployment we were in remote locations, isolated and on our own. I took advantage of the opportunity to show that I could still lead. When you live in close quarters with twelve SEALs there isn’t anywhere to hide. They know if you are giving 100 percent on the morning workout. They see when you are first in line to jump out of the airplane and last in line to get the chow. They watch you clean your weapon, check your radio, read the intelligence, and prepare your mission briefs. They know when you have worked all night preparing for tomorrow’s training. As month after month of the overseas deployment wore on, I used my previous failure as motivation to outwork, outhustle, and outperform everyone in the platoon. I sometimes fell short of being the best, but I never fell short of giving it my best. In time, I regained the respect of my men. Several years later I was selected to command a SEAL Team of my own. Eventually I would go on to command all the SEALs on the West Coast.

Alyssa shrugged. “I think we know the routine.” “You do, but there’s still a…stiffness because y’all aren’t completely comfortable with it, and it shows in your dancing.” Ashton held up a finger. “Everyone close your eyes, relax your shoulders, and just feel the breeze that’s blowing across the field right now.” Ashton closed her eyes and waved her arms around slowly. “You’re a tree, and the gentle wind is swaying your branches. Let it sway you.” What Ashton didn’t know was that no one did as she instructed. The girls and Patty stood there watching Ashton sway her arms. “Coach, you look like the inflatable tube man they have at the new carwash, and you’re scaring me,” Sophie said, looking disturbed. Ashton’s eyes flew open. “I better see some people doing the inflatable tube man pretty darn quick.” The girls all threw up their arms and flopped them around violently, and Ashton said, “Y’all are killing me. Show me how y’all would dance if you were at a party.” She covered her face with both hands when they all started twerking. “Okay, just stop. Gemma, run them through the moves again.” “What were you trying to accomplish with all that?” Patty asked with a grin. “I was trying to get them to loosen up,” Ashton said and glanced at her watch. “This day is creeping by.” “You should’ve dusted off your snake and showed them that. If you can do a smooth snake, you can make any dance move smooth. Check my snake.” Ashton shook her head. “That’s not a full-on snake. You have to roll your body from your head to your hips, use your neck like this.” “You were always better at this one than I was,” Patty said as she mimicked Ashton’s moves. “You couldn’t touch my Cabbage Patch though.” Ashton snorted. “That sounded so dirty. Come on, Patty, neck and shoulders, work them.” Ashton turned when the music stopped and realized the girls had stopped practicing to watch her and Patty. “What’re y’all doing?” Gemma asked with a laugh. “This is dancing,” Patty retorted. “Back in the day, we moved our entire bodies instead of rhythmically humping the air like y’all do. Tell you what, if y’all can learn to do the snake, I’ll buy y’all shakes at Molly’s.” Every girl on the team executed the dance move perfectly, and Gemma grinned. “Momma, we know old school moves.” Melody nodded. “Yeah, we know all those old-timey dances. Can we go to Molly’s now?” “What were you trying to accomplish with this plan?” Ashton asked Patty with a grin. “Apparently, bankruptcy.” ******* “How many times are you gonna change your clothes?” Jet asked that evening as she watched Shawna go back into her closet. Shawna groaned. “Everything I put on is pissing me off.” “Wear jeans and your light blue V-neck T-shirt. You’re just going to her house, you don’t have to dress up.” Jet sprawled out on Shawna’s bed and toyed with the TV remote.

That’s one of the key challenges of remote work: keeping everyone’s outlook healthy and happy. That task is insurmountable if you’ve stacked your team with personalities who tend to let their inner asshole loose every now and again. Even for people with the best intentions, relations can go astray if the work gets stressful (and what work doesn’t occasionally?). The best ballast you can have is as many folks in your boat as possible with a thoroughly optimistic outlook. We’re talking about people who go out of their way to make sure everyone is having a good time. Remember: sentiments are infectious, whether good or bad. That’s also why it’s as important to continuously monitor the work atmosphere as to hire for it. It’s never a good idea to let poisonous people stick around to spoil it for everyone else, but in a remote-work setup it’s deadly. When you’re a manager and your employees are far flung, it’s impossible to see the dread in their eyes, and that can be fatal. With respect to drama, it therefore makes sense to follow the “No Broken Windows” theory of enforcement. What are we talking about? Well, in the same way that New York cracked down in the ’90s on even innocuous offenses like throwing rocks through windows or jumping the turnstile, a manager of remote workers needs to make an example of even the small stuff—things like snippy comments or passive-aggressive responses. While this responsibility naturally falls to those in charge, it works even better if policed by everyone in the company.

By design, flow systems have an everything-works-or-nothing-works quality which must be respected and anticipated. This means that the production team must be cross-skilled in every task (in case someone is absent or needed for another task) and that the machinery must be made 100 percent available and accurate through a series of techniques called Total Productive Maintenance (TPM). It also means that work must be rigorously standardized (by the work team, not by some remote industrial engineering group) and that employees and machines must be taught to monitor their own work through a series of techniques commonly called poka-yoke, or mistake-proofing, which make it impossible for even one defective part to be sent ahead to the next step.7

January 2013 Andy’s Message   Hi Young, I’m home after two weeks in Tasmania. My rowing team was the runner-up at the Lindisfarne annual rowing competition. Since you were so forthright with your OBSS experiences, I’ll reciprocate with a tale of my own from the Philippines.☺               The Canadian GLBT rowing club had organised a fun excursion to Palawan Island back in 1977. This remote island was filled with an abundance of wildlife, forested mountains and beautiful pristine beaches.               It is rated by the National Geographic Traveller magazine as the best island destination in East and South-East Asia and ranked the thirteenth-best island in the world. In those days, this locale was vastly uninhabited, except by a handful of residents who were fishermen or local business owners.               We stayed in a series of huts, built above the ocean on stilts. These did not have shower or toilet facilities; lodgers had to wade through knee-deep waters or swim to shore to do their business. This place was a marvellous retreat for self-discovery and rejuvenation. I was glad I didn’t have to room with my travelling buddies and had a hut to myself.               I had a great time frolicking on the clear aquiline waters where virgin corals and unperturbed sea-life thrived without tourist intrusions. When we travelled into Lungsodng Puerto Princesa (City of Puerto Princesa) for food and a shower, the locals gawked at us - six Caucasian men and two women - as if we had descended from another planet. For a few pesos, a family-run eatery agreed to let us use their outdoor shower facility. A waist-high wooden wall, loosely constructed, separated the bather from a forest at the rear of the house. In the midst of my shower, I noticed a local adolescent peeping from behind a tree in the woods. I pretended not to notice as he watched me lathe and played with himself. I was turned on by this lascivious display of sexual gratification. The further I soaped, the more aroused I became. Through the gaps of the wooden planks, the boy caught glimpses of my erection – like a peep show in a sex shop, I titillated the teenager. His eyes were glued to my every move, so much so that he wasn’t aware that his friend had creeped up from behind. When he felt an extra hand on his throbbing hardness, he let out a yelp of astonishment. Before long, the boys were masturbating each other. They stroked one another without mortification, as if they had done this before, while watching my exhibitionistic performance carefully. This concupiscent carnality excited me tremendously. Unfortunately, my imminent release was punctured by a fellow member hollering for me to vacate the space for his turn, since I’d been showering for quite a while. I finished my performance with an anticlimactic final, leaving the boys to their own devices. But this was not the end of our chance encounter. There is more to ‘cum’ in my next correspondence!               Much love and kisses,               Andy

At 37signals, we’ve found that we need a good four hours of overlap to avoid collaboration delays and feel like a team.

Ironically, you’ll probably get far more done when only half of your workday overlaps with the rest of your team. Instead of spending the entire day dealing with Urgent!!! emails and disruptive phone calls, you’ll have the entire start (or end) of the day to yourself.

Eventually I was ready to learn how to perform routine life tasks again. 'Enabling occupation'—that’s what the learning process was called when it was presented to me. Enabling occupation involved the mastery of skills that I didn’t even know could properly be called 'skills.' How to pick up and carry and manipulate a set of common objects: a handbag, a stoneware saucer, a mobile phone, a paperback book. I was told that my new limbs were capable of hefting an automobile, of bending an iron bar, but I couldn’t make them do any of these magical things—not anything remotely close. Instead, I spent my days trying to pick up a thumbtack from a hard surface using my feeble pincer grasp, to activate a light switch with a single articulated finger, and to fasten a long line of shirt buttons, each of which was around the size of a half-dollar coin. During this period, I worked to improve my gross motor skills in parallel. I relearned how to reach for distant objects without collapsing under my own weight, how to twist a standard brass doorknob, and how to pour liquid from a plastic pitcher into a paper cup without spilling everything everywhere or crushing the handle itself in my grip. Eventually I used these newfound skills to practice clothing myself in simple blouses with velcro fasteners and pants with elastic waistbands, struggling to take it all off again when it was time. At some point during this phase, a team of nameless staff members helped me stand upright in front of a full-length mirror so I could stare at my newly-made body, fully exposed, and with my sharpened vision I was able to see the true extent of my transformation, the exquisite atrocity I’d chosen to perpetrate.

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Leadership and Culture” may seem like a vague or general catch-all phrase. Let me offer some questions to guide you down the path and to set the stage for upcoming chapters on this important first piece of the framework. What does it feel like to be part of your company’s sales team? Is it a high-performance culture? Why do you feel that way? Are team members laser-focused on goals and results? What’s the vibe in the sales department (whether it is local or based remotely)? What does accountability look like on this team? How often, how big, and how loud are victories celebrated? Is the manager leading the team or just reacting to circumstances? Are sales team meetings valuable? Do salespeople leave those meetings better equipped, envisioned, and energized, or drained and discouraged? Do members of the sales team feel supported, valued, and appreciated? Does the existing compensation plan make sense and does it drive the desired behaviors and results? In what ways is the manager putting his or her fingerprints on the team? How much of the sales leader’s time is devoted to non-sales activities and executive and administrative burdens? What’s the level of intensity, passion, and heart-engagement of team members? I don’t believe that anyone would doubt that we can create significant lift in a sales organization by improving the answers to these questions.

Once a country is included on the “counterinsurgency” list, or any other such category, a move is made to develop a CIA echelon, usually within the structure of whatever U.S. military organization exists there at the time. Then the CIA operation begins Phase I by proposing the introduction of some rather conventional aircraft. No developing country can resist such an offer, and this serves to create a base of operations, usually in a remote and potentially hostile area. While the aircraft program is getting started the Agency will set up a high frequency radio network, using radios positioned in villages throughout the host country. The local inhabitants are told that these radios will provide a warning of guerrilla activity. Phase II of such a project calls for the introduction of medium transport type aircraft that meet anti-guerrilla warfare support requirements. The crew training program continues, and every effort is made to develop an in-house maintenance capability. As the level of this activity increases, more and more Americans are brought in, ostensibly as instructors and advisers; at this phase many of the Americans are Army Special Forces personnel who begin civic action programs. The country is sold the idea that it is the Army in most developing nations that is the usual stabilizing influence and that it is the Army that can be trusted. This is the American doctrine; promoting the same idea, but in other words, it is a near paraphrase of the words of Chairman Mao. In the final phase of this effort, light transports and liaison type aircraft are introduced to be used for border surveillance, landing in remote areas, and for resupplying small groups of anti-guerrilla warfare troops who are operating away from fixed bases. These small specialized aircraft are usually augmented by helicopters. When the plan has developed this far, efforts are made to spread the program throughout the frontier area of the country. Villagers are encouraged to clear off small runways or helicopter landing pads, and more warning network radios are brought into remote areas. While this work is continuing, the government is told that these activities will develop their own military capability and that there will be a bonus economic benefit from such development, each complementing the other. It also makes the central government able to contact areas in which it may never have been able to operate before, and it will serve as a tripwire warning system for any real guerrilla activities that may arise in the area. There is no question that this whole political economic social program sounds very nice, and most host governments have taken the bait eagerly. What they do not realize, and in many cases what most of the U.S. Government does not realize, is that this is a CIA program, and it exists to develop intelligence. If it stopped there, it might be acceptable but intelligence serves as its own propellant, and before long the agents working on this type of project see, or perhaps are a factor in creating, internal dissension.

Another game-changing project is the BRCK, pronounced “brick,” created by the same team behind Ushahidi and iHub. On a flight back to Africa from the United States some years ago, Hersman looked down on our vast, rugged continent and wondered why it was that most routers and modems were built for the first-world comfort zones of, say, New York or London, whereas most Internet users actually live in the harsh, far less comfortable environments of Asia, Africa and Latin America. The team sketched out a design for a rugged portable connectivity device that could work in remote conditions where electrical power and Internet connections were a problem. The result is the BRCK, a sturdy, brick-shaped, cloud-enabled Wi-Fi hotspot router from which you can access the Internet from anywhere on the continent that is close to a signal. It has an antenna, charger, USB ports, 4 GB of storage, a built-in global SIM card and enough backup power to survive a blackout. The device sells for $199 online and is already being used in 45 countries around the world. Consider the provenance: designed in Nairobi, Kenya; manufactured in Austin, Texas. This is a complete reversal of the standard manufacturing paradigm. Again, an example of African technology going global.

poisoning himself. With that project complete, they decided that the next priority was returning Nelson’s car. Bruce checked the doors and locked the house, set the alarm with his remote, and left in his Chevy Tahoe. Bob and Nick followed in Nelson’s BMW, and it took an hour to wind their way around the devastation. Not surprisingly, there was no one at the condo—no homicide team sifting for clues, no neighbors picking up debris. No one had touched the yellow crime scene tape. Bruce lifted it and Bob returned the BMW to its spot. The three met in the garage and stared at the golf clubs, but said nothing. They closed the overhead door, walked into the kitchen, and discussed Nelson’s keys. If they left them behind, there was the chance that someone

I wanted to work around my life rather than live around my work.

I vividly remember the intense coaxing it took me and my first search dog, Bosse, to get a little dog named Shotgun to leave his owner who had died falling off a cliff in a remote part of the Cascade mountains. Shotgun had been sitting for days by his dead master in the snow. Starved and exceedingly cold, he refused to leave his owner until the presence of another dog finally persuaded him to return with us, and to a tearful reunion with the victim’s wife. For her, Shotgun was the last bit of living connection with her husband, and I remember her grateful tears that the little dog had been rescued.

Sharing these stories was a relationship game changer for Wesley and Marie. For Marie, having a disagreement and being able to talk about it was nothing short of miraculous. Not only did it not end their relationship, she felt closer to him than ever because they had both shared these childhood stories. “Our relationship had gone to the next level. It feels more real,” says Marie. “I almost look forward to our conflicts now, because we always seem to come out of them understanding something new about each other and it brings us closer and closer. I don’t go looking for fights, but I don’t run away from them anymore either. I love that feeling when we get though a hard time together. That’s what a relationship is all about. Even when we disagree, we’re still on the same team, trying to find a way to understand each other and work it out.” As for the television issue—they have a remote now with a timer that will turn the television off after 20 minutes.

Lauren Moon talks about the frustrating occurrence of teammates “swooping” in like seagulls giving negative, way-too-late feedback on projects nearing completion.37 (Medium.com offers a fuller definition: “Seagulling: when someone comes into your work, shits all over it, then flies away.”38)

The optimal engagement boost from working remotely happened when employees spent between 60 and 80 percent of their time off-site—that is, three or four days out of the week.

Everyone is facing the same crisis, but not facing the same circumstances.

When people feel safe, they open up. When they don’t, they shut down. People only feel safe enough to venture into dicey dialogue when those around them generate sufficient positive evidence of their intentions and respect.

but none seemed remotely interested in the black SUV. The only person paying any attention to it was a meter man from the Department of Parking Enforcement, who stormed toward it with the zeal of a Navy SEAL team, already writing a ticket. “You can’t park that here!” he barked. “It’s a red zone!” Courtney lowered her window and glared at him. “I’m not parked. I’m idling! That’s allowable.” “Not on my watch,” the meter man huffed. “According to District Code 46a, subsection D, there is to be no blocking of the red zone for any amount of time for any purpose at all. . . .” “How about national security?” David Stern asked, rolling down his window. “You see, I’m the president of the United States.” “And I’m the queen of Sweden,” the meter man declared sarcastically. Unaware that he was facing the actual president, he dramatically ripped off the ticket and handed it to Courtney.

With what he called the 60–30–10 rule, Hackman concluded that 60 percent of team success depends on prework, or the way in which the team is designed; 30 percent depends on the initial launch; and only 10 percent depends on what happens when the actual day-to-day teamwork is under way.

Periodic relaunches are important in good times but crucial in times of uncertainty, as James’s story illustrates. The team might need to switch to a new mediating tool that calls for new norms of communication. The government might introduce new regulations or laws that affect people’s work patterns, as we saw when millions were switched to working from home during the first months of the COVID-19 pandemic. Countries, markets, or entire industries might make a sudden shift that requires the team to reorient their goals. Periodic relaunches are the only structured mechanisms to give teams the ability to quickly pivot in a systematic way.

The difference between successful and failed team alignment is thus not a matter of whether teammates disagree, but what they disagree about.

teams can disagree on the how—that is part of the dynamic process of teamwork—but before that process can even begin, teams must build a shared understanding of the goal, or the what.

Successful remote teams adhere to the group norms that they establish collectively. Norms are not rules. Rather, norms reflect a set of principles that guide interactions, decision-making, and problem-solving. Generating the norms together is essential; during the launch dialogue, members will learn about the issues that matter to their teammates.

Effective norms for communication have three primary functions: Outlining interaction and connection plans for all team members regardless of role or location Fostering psychological safety or the group’s level of comfort in expressing individual concerns to one another about tasks and errors Keeping each remote team member connected so that no one feels professionally isolated Plan

swift trust characterizes the high-level of trust that must be “swiftly” established by members in a team formed for a specific project or assignment who expect to be working together for a limited period of time.

emotional trust is grounded in coworkers’ care and concern for one another. Relationships built on emotional trust rely on positive feeling and emotional bonds, and they crop up most easily when team members share common values and mind-sets.

When a team is in agreement in these four areas—goals, roles, resources, and norms—members become motivated and invested in meeting their team’s goals.

To facilitate the exchange of direct and reflected knowledge among virtual team members, leaders must proactively create a group culture for virtual interactions not explicitly related to work tasks.

Open, direct, and frequent communication is central to the agile method, enabling individuals to quickly raise issues to the larger team and work with managers to find solutions.

Cognitive trust is grounded in the belief that your coworkers are reliable and dependable. Teams motivated by cognitive-based trust use their heads to consider their colleagues’ qualification to do the task at hand; trust is usually formed over time, and confirmed (or disproven) over numerous experiences and interactions.

When any political movement loses all sense of self and has no unifying theory of government, it ceases to function as a collective rooted in thought and becomes more like fans of a sports team. Asking the Republican Party today to agree on a definition of conservatism is like asking New York Giants fans to have a consensus opinion on the Law of the Sea Treaty. It’s not just that no one knows anything about the subject; they don’t remotely care.

Christian, who was a tall and wide-shouldered linebacker for the Helena high school football team and who’d volunteered his home for the party because his parents were in Great Falls, rolled his eyes and lowered the volume on his iHome with a remote. He was pale-featured and wore his hair in a semi-buzz cut that looked like a beige carpet sample. A couple of other boys, who were pounding beer after beer in the kitchen and were also on the football team, howled in protest that they liked that song.

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In early September 1996, the NIDS team, which was then composed of a physicist, a veterinarian—both of whom do not want their names revealed—