Team Assemble Quotes

Christian life isn’t a one-person race. It’s a relay. You are not alone; you’re part of a team assembled by our unstoppable God to achieve his eternal purposes.

In 762, to symbolize and propel the new order, Al-Mansur decided to build the grand new capital of Baghdad as a massive round city. The caliph assembled an elite team of the empire’s top engineers, architects, and visionaries—notably including Zoroastrians, Christians, and Jews, such as Mashallah Ibnul-Athari.

You can’t fully prepare. You do your best to acquire diverse skills. You try to learn from your successes and mistakes over the years. You try to assemble a team with varied talents and expertise. Mostly, you strive to stay calm enough to think clearly even under extreme pressure. You try to use the adrenaline for focus rather than panic. You stay on your toes, ready to improvise. And you hope for the best.

If you can assemble a team of 11 talented players who concentrate intently during training sessions, take care of their diet and bodies, get enough sleep and show up on time, then you are almost halfway to winning a trophy. It is always astonishing how many clubs are incapable of doing this.

Arbogast had then assembled a dream team of creative consultants and contractors to help make his bold claim a reality, luring some of the videogame industry’s brightest stars away from their own companies and projects, with the sole promise of collaborating on his groundbreaking new MMOs. That was how gaming legends like Chris Roberts, Richard Garriott, Hidetaka Miyazaki, Gabe Newell, and Shigeru Miyamoto had all wound up as consultants on both Terra Firma and Armada—along with several big Hollywood filmmakers, including James Cameron, who had contributed to the EDA’s realistic ship and mech designs, and Peter Jackson, whose Weta Workshop had rendered all of the in-game cinematics.

Behind every text footnote is a file folder with all the hardcopy documentation needed to document every sentence in this book at a moment’s notice. Moreover, I assembled a team of hair-splitting, nitpicking, adversarial researchers and archivists to review each and every sentence, collectively ensuring that each fact and fragment of a fact was backed up with the necessary black and white documents.

A good team was simply a group of very disparate athletes who assembled each day from radically different lives and—with luck—for one shared moment put aside their differences, their dislikes, their egos and their rivalries, harnessing their energies towards a common goal.

When George Washington ran for election to Virginia's local assembly, the House of Burgesses, in 1758, his campaign team handed out twenty-eight gallons of rum, fifty gallons of rum punch, thirty-four of wine, forty-six of beer, and two of cider—in a county with only 391 voters.

Heath turned to me, arms wide as if he was ready to hug someone. ‘We’re assembling a team.’ ‘The Avengers?’ I snorted.

Dear 2600: Tell me how much one of your hackers would charge me to delete my criminal record from the Texas police database. [NAME DELETED] Well, we would start with erasing your latest crime, that of soliciting a minor to commit another crime. (Your request was read by a small child here in the office.) After you’re all paid up on that, we will send out the bill for hiding your identity by not printing your real name, which you sent us like the meathead you apparently are. After that’s all sorted, we can assemble our team of hackers, who sit around the office waiting for such lucrative opportunities as this to come along, and figure out even more ways to shake you down. It’s what we do, after all. Just ask Fox News.

I can create a new business within three months: raise the money, assemble a team, and launch it. It’s fun for me. It’s really cool to see what can I put together. It makes money almost as a side effect. Creating businesses is the game I became good at. It’s just my motivation has shifted from being goal-oriented to being artistic. Ironically, I think I’m much better at it now. [74] Even when I invest, it’s because I like the people involved, I like hanging out with them, I learn from them, I think the product is really cool. These days, I will pass on great investments because I don’t find the products interesting.

The proprietary advantage once enjoyed by companies who assembled teams under their own roofs and used them only on their own products has been surrendered in the rush to attain some semblance of “lean, efficient” flexibility.

Chinese laborers "finish" smartphones by wiping off any fingerprints with a highly toxic solvent proven to shorten the workers lives. That's how valuable it is for consumers to believe their devices have been assembled by magic rather than by the fingers of underpaid and poisoned children.

Broszat then assembled an elite team of historians to work on a major six-volume work entitled Bayern in der NS-Zeit (Bavaria in the National Socialist Era). The ‘Bavaria project’, as it was called, examined resistance to Hitler’s rule in everyday life.9 It concluded that Nazi rule was much less

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

Each cooperative in Mondragon has its own workplace structure, though there are similarities and tendencies that most of them share. The firm called Irizar, which manufactures products for trans-portation, from luxury coaches to city buses, exemplifies these tendencies. To encourage innovation and the diffusion of knowledge, there are no bosses or departments in Irizar. Rather, it has a flat organizational structure based on work teams with a high degree of autonomy. (One study remarks that they “set their own targets, establish their own work schedules, [and] organize the work process as they see fit.”) The teams also work with each other, so that knowledge is transmitted efficiently. Participation occurs also in the general assembly, which meets three times a year rather than the single annual meeting common in other Mondragon firms. Its subsidiaries in other countries have at least two general assemblies a year, where they approve the company’s strategic plan, investments, etc. These participatory structures have enabled Irizar to surpass its competitors in profitability and market share.69

strong team working solely on this special access program. This means only those around this table—and some hand-picked intelligence specialists and NSC officials—have access to this most sensitive of classified information.” Lieutenant General Black leaned forward and allowed his gaze to wander around the assembled faces. “Assistant Director Meyerstein’s word is law. She

While the layman sees an opportunity and decides to take it, the professional criminal through the use of deceit and treachery, is able to create opportunities. This individual not only actively searches for a crime to commit, the professional criminal assembles teams of similar people and generates situations in which crime can be safely perpetrated in a controlled environment for maximum profit.

within twenty-four hours of her concession speech. Mook and Podesta assembled her communications team at the Brooklyn headquarters to engineer the case that the election wasn’t entirely on the up-and-up. For a couple of hours, with Shake Shack containers littering the room, they went over the script they would pitch to the press and the public. Already, Russian hacking was the centerpiece of the argument.

Citizens assemble with the sole goal of declaring that they disapprove of the course of government,” Tocqueville wrote. “To meddle in the government of society and to speak about it is the greatest business and, so to speak, the only pleasure that an American knows. . . . An American does not know how to converse, but he discusses; he does not discourse, but he holds forth. He always speaks to you as to an assembly.

Attempts to thwart or muzzle the media continued as well. At a conservative caucus meeting in Charlottetown in August 2007, journalists assembled in the lobby of the hotel, as they usually do at such gatherings, to talk to caucus members as they passed by. The [Prime Minister's Office] communications team, however, was not prepared to allow it. Taking their cue, or so it appeared, from a police state, they had the RCMP remove the reporters from the hotel.

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

On September 14, 2015, the LIGO gravitational-wave detectors (built by a 1,000-person project that Rai and I and Ronald Drever co-founded, and Barry Barish organised, assembled and led) registered their first gravitational waves. By comparing the wave patterns with predictions from computer simulations, our team concluded that the waves were produced when two heavy black holes, 1.3 billion light years from Earth, collided. This was the beginning of gravitational-wave astronomy. Our team had achieved, for gravitational waves, what Galileo achieved for electromagnetic waves. I am confident that, over the coming several decades, the next generation of gravitational-wave astronomers will use these waves not only to test Stephen’s laws of black hole physics, but also to detect and monitor gravitational waves from the singular birth of our universe, and thereby test Stephen’s and others’ ideas about how our universe came to be.

Much the same could be said of memory. We know a good deal about how memories are assembled and how and where they are stored, but not why we keep some and not others. It clearly has little to do with actual value or utility. I can remember the entire starting lineup of the 1964 St. Louis Cardinals baseball team—something that has been of no importance to me since 1964 and wasn’t actually very useful then—and yet I cannot recollect the number of my own cell phone, or where I parked my car in any large parking lot, or what was the third of three things my wife told me to get at the supermarket, or any of a great many other things that are unquestionably more urgent and necessary than remembering the starting players for the 1964 Cardinals (who were, incidentally, Tim McCarver, Bill White, Julian Javier, Dick Groat, Ken Boyer, Lou Brock, Curt Flood, and Mike Shannon). So there is a huge amount we have left to learn and many things we may never learn.

If you are leading a turnaround and need to assemble a team quickly, it can make sense to hire capable people you know and trust. But in less-urgent situations, the reflex to bring in people you know can easily be interpreted to mean you’re dissatisfied with the level of talent in your new organization. If you need to replace people on your team, the first place to look is one level below. The second best option is to hire people from the outside—just not from your old organization(s).

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.

By any measure, Edison was a true genius, a towering figure in nineteenth-century innovation. But as the story of the lightbulb makes clear, we have historically misunderstood that genius. His greatest achievement may have been the way he figured out how to make teams creative: assembling diverse skills in a work environment that valued experimentation and accepted failure, incentivizing the group with financial rewards that were aligned with the overall success of the organization, and building on ideas that originated elsewhere.

Ladies and Gentlemen. I should like to inform you on behalf of the nation state of Guyana, that we are going to resign from being a country. We can't make it work. We have tried. We have done our best. It is not possible. The problems are insoluble. From midnight tonight, we shall cease trading. The country is now disbanded. We will voluntarily liquidate ourselves. The nation will disperse quietly, a little shamefaced but so what. We had a go. Different people have suggested different solutions. Do it this way. Try that. Let me have a go. Nothing works. We are at the mercy of the rich countries. A team of management consultants from the United States could not find the answer, and for not finding the answer, we had to pay them an amount that substantially increased our national debt. We give in, gracefully, but we give in." And then he imagined himself, quietly and with dignity, putting his papers in his briefcase, bowing to the hushed assembly, returning to clear out his office and going for a walk with his wife along the sea wall. (The Ventriloquist's Tale

The Mongols loved competitions of all sorts, and they organized debates among rival religions the same way they organized wrestling matches. It began on a specific date with a panel of judges to oversee it. In this case Mongke Khan ordered them to debate before three judges: a Christian, a Muslim, and a Buddhist. A large audience assembled to watch the affair, which began with great seriousness and formality. An official lay down the strict rules by which Mongke wanted the debate to proceed: on pain of death “no one shall dare to speak words of contention.” Rubruck and the other Christians joined together in one team with the Muslims in an effort to refute the Buddhist doctrines. As these men gathered together in all their robes and regalia in the tents on the dusty plains of Mongolia, they were doing something that no other set of scholars or theologians had ever done in history. It is doubtful that representatives of so many types of Christianity had come to a single meeting, and certainly they had not debated, as equals, with representatives of the various Muslim and Buddhist faiths. The religious scholars had to compete on the basis of their beliefs and ideas, using no weapons or the authority of any ruler or army behind them. They could use only words and logic to test the ability of their ideas to persuade. In the initial round, Rubruck faced a Buddhist from North China who began by asking how the world was made and what happened to the soul after death. Rubruck countered that the Buddhist monk was asking the wrong questions; the first issue should be about God from whom all things flow. The umpires awarded the first points to Rubruck. Their debate ranged back and forth over the topics of evil versus good, God’s nature, what happens to the souls of animals, the existence of reincarnation, and whether God had created evil. As they debated, the clerics formed shifting coalitions among the various religions according to the topic. Between each round of wrestling, Mongol athletes would drink fermented mare’s milk; in keeping with that tradition, after each round of the debate, the learned men paused to drink deeply in preparation for the next match. No side seemed to convince the other of anything. Finally, as the effects of the alcohol became stronger, the Christians gave up trying to persuade anyone with logical arguments, and resorted to singing. The Muslims, who did not sing, responded by loudly reciting the Koran in an effort to drown out the Christians, and the Buddhists retreated into silent meditation. At the end of the debate, unable to convert or kill one another, they concluded the way most Mongol celebrations concluded, with everyone simply too drunk to continue.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

She had lived in eight different countries growing up and had visited dozens of others. To most people, this sounded cool, and in some ways, Ayers knows, it was cool, or parts of it were. But since humans are inclined to want what they don't have, she longed to live in America, preferably the solid, unchanging, undramatic Midwest, and attend a real high school, the kind shown in movies, complete with a football team, cheerleaders, pep rallies, chemistry labs, summer reading lists, hall passes, proms, detentions, assemblies, fund-raisers, lockers, Spanish clubs, marching bands, and the dismissal bell.

the party was a hierarchy; you started at the bottom and moved up one step at a time—school board, city council, state assembly—and then if you had demonstrated lockstep team loyalty, the powers at the top would give you the party endorsement and its aid, and you were good to go. Had been that way for centuries. Outsiders did pop up to express various dissatisfactions, and occasionally some of them even overthrew the order of things and got elected, but then they were ostracized forever by the party and could get nothing done. They just wasted their time and whatever little money could be dredged up to support such quixotic tilts.

By the early twenty-second century, the technology for self-replicating robots should be perfected, and we may be able to entrust machines with the task of constructing solar arrays and laser batteries on the moon, Mars, and beyond. We would ship over an initial team of automatons, some of which would mine the regolith and others of which would build a factory. Another set of robots would oversee the sorting, milling, and smelting of raw materials in the factory to separate and obtain various metals. These purified metals could then be used to assemble laser launch stations—and a new batch of self-replicating robots. We might eventually have a bustling network of relay stations throughout the solar system, perhaps stretching from the moon all the way to the Oort Cloud. Because the comets in the Oort Cloud extend roughly halfway to Alpha Centauri and are largely stationary, they may be ideal locations for laser banks that could provide an extra boost to nanoships on their journey to our neighboring star system. As each nanoship passed by one of these relay stations, its lasers would fire automatically and give the ship an added push to the stars. Self-replicating robots could build these distant outposts by using fusion instead of sunlight as the basic source of energy.

I’m not trying to tell anyone not to watch TV, but if you’ve ever spent a long winter afternoon playing shinny with the whole neighborhood, or a summer evening playing softball with anyone who shows up at the diamond, you will know that kids who don’t have the chance to organize themselves and solve their own problems and feel the exhilaration of sport for its own sake are missing out on something irreplaceable. In those days, we rarely waited for an adult to organize our social time or sports experiences. We took that upon ourselves. We were the ones who decided which game to play, where to play it, when to assemble, and who would be on whose team.

On April 12, 1955, a team of scientists announced that Jonas Salk’s vaccine against polio—the disease that had killed thousands a year, paralyzed Franklin Roosevelt, and sent many children into iron lungs—was proven safe. According to Richard Carter’s history of the discovery, on that day “people observed moments of silence, rang bells, honked horns, blew factory whistles, fired salutes, . . . took the rest of the day off, closed their schools or convoked fervid assemblies therein, drank toasts, hugged children, attended church, smiled at strangers, and forgave enemies.”4 The city of New York offered to honor Salk with a ticker-tape parade, which he politely declined.

At the General Assembly of the United Nations in New York in 2012, just a fortnight after the murder of the American ambassador in Benghazi, President Obama talked about the YouTube video his administration were then still saying was behind the attacks. Talking about the excerpt ofa film called Innocence of Muslims, the President of the United States said, before the world’s assembly, ‘The future must not belong to those who slander the prophet of Islam.’ He didn’t say why it ‘must not’ belong to them any more than it ‘must not’ belong to the South Park creators who made The Book of Mormon or the ageing Monty Python team who made The Life of Brian. But the question was left to dangle.

On September 14, 2015, the LIGO gravitational-wave detectors (built by a 1,000-person project that Rai and I and Ronald Drever co-founded, and Barry Barish organised, assembled and led) registered their first gravitational waves. By comparing the wave patterns with predictions from computer simulations, our team concluded that the waves were produced when two heavy black holes, 1.3 billion light years from Earth, collided. This was the beginning of gravitational-wave astronomy. Our team had achieved, for gravitational waves, what Galileo achieved for electromagnetic waves. I am confident that, over the coming several decades, the next generation of gravitational-wave astronomers will use these waves not only to test Stephen’s laws of black hole physics, but also to detect and monitor gravitational waves from the singular birth of our universe, and thereby test Stephen’s and others’ ideas about how our universe came to be. During our glorious year of 1974–5, while I was dithering over gravitational waves, and Stephen was leading our merged group in black hole research, Stephen himself had an insight even more radical than his discovery of Hawking radiation. He gave a compelling, almost airtight proof that, when a black hole forms and “and then subsequently evaporates away completely by emitting radiation, the information that went into the black hole cannot come back out. Information is inevitably lost.

One remarkable part of the SnapTax story is what the team leaders said when I asked them to account for their unlikely success. Did they hire superstar entrepreneurs from outside the company? No, they assembled a team from within Intuit. Did they face constant meddling from senior management, which is the bane of innovation teams in many companies? No, their executive sponsors created an “island of freedom” where they could experiment as necessary. Did they have a huge team, a large budget, and lots of marketing dollars? Nope, they started with a team of five. What allowed the SnapTax team to innovate was not their genes, destiny, or astrological signs but a process deliberately facilitated by Intuit’s senior management.

of the remains you receive will be affected by this change.” Hirsch also revealed that our legal team had assembled a plan to issue death certificates for victims of the attacks based on two affidavits—one from the family and one from the employer of the missing person. “There will certainly be some victims who will never be positively identified, even by DNA,” he said. In those cases, the legal requirement for a death certificate would have to be met through sworn testimony of the people who last saw or heard from the vanished persons. “We will link the cases electronically once, and if, DNA or some other method identifies a missing person who has been issued a death certificate by judicial decree.” Dr. Hirsch finished his presentation that

A typical chip might be designed with blueprints from the Japanese-owned, UK-based company called Arm, by a team of engineers in California and Israel, using design software from the United States. When a design is complete, it’s sent to a facility in Taiwan, which buys ultra-pure silicon wafers and specialized gases from Japan. The design is carved into silicon using some of the world’s most precise machinery, which can etch, deposit, and measure layers of materials a few atoms thick. These tools are produced primarily by five companies, one Dutch, one Japanese, and three Californian, without which advanced chips are basically impossible to make. Then the chip is packaged and tested, often in Southeast Asia, before being sent to China for assembly into a phone or computer.

Characteristics of the Council 1. The council exists as a device to gain understanding about important issues facing the organization. 2. The Council is assembled and used by the leading executive and usually consists of five to twelve people. 3. Each Council member has the ability to argue and debate in search of understanding, not from the egoistic need to win a point or protect a parochial interest. 4. Each Council member retains the respect of every other Council member, without exception. 5. Council members come from a range of perspectives, but each member has deep knowledge about some aspect of the organization and/or the environment in which it operates. 6. The Council includes key members of the management team but is not limited to members of the management team, nor is every executive automatically a member. 7. The Council is a standing body, not an ad hoc committee assembled for a specific project. 8. The Council meets periodically, as much as once a week or as infrequently as once per quarter. 9. The Council does not seek consensus, recognizing that consensus decisions are often at odds with intelligent decisions. The responsibility for the final decision remains with the leading executive. 10. The Council is an informal body, not listed on any formal organization chart or in any formal documents. 11. The Council can have a range of possible names, usually quite innocuous. In the good-to-great companies, they had benign names like Long-Range Profit Improvement Committee, Corporate Products Committee, Strategic Thinking Group, and Executive Council.

Focus on People, Perseverance, and Passion These “Three P’s” are the keys to successful entrepreneurship. People are the most important, particularly in the first year of a venture. To maximize their value, spend as much time as you can assembling the best possible team that really complements your skill set and can lead a little bit into where you’re heading, not just where you are. Creating the right kind of dynamic in terms of culture and commitment is really critical. Perseverance: never underestimate the value of really caring about your idea and being unwilling to drop it. If you have a big idea, and you know in your heart it’s going to happen (Passion), but know there will be roadblocks and challenges along the way. In this regard, a high degree of passion and commitment is extremely important. In my experience, really big ideas often take a decade to reach fruition. Sign

Lorne’s bait for attracting that talent would be to offer them an honest chance to get their work across to a huge audience they all believed was out there, waiting. Lorne often said that in television creative people were usually given a great deal of money and no freedom. He promised to reverse that ratio. The money would come in time. The strength of the comedy underground also allowed Lorne the luxury of searching out what he called “disciplined shock troops”—people who could go in and get the job done. He wanted Saturday Night to be different and startling, but not for the wrong reasons. The sensibility should be fresh, even raw, but the execution smooth, if not seamless. He didn’t want people saying of the show, “They’re going to be great when they get it together.” Monty Python’s Eric Idle had once described Python as “the best comedy fighting team ever assembled,” and that’s what Lorne said he was after.

The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation. On the assembly line

One of the few perks of the shit so monumentally hitting the fan is you discover who your real tribe is. It’s the only way through. So make sure you find yours, Kit.” “Okay,” I say, and start assembling my team in my head. I think back to middle school, when we’d have to pick players for dodgeball in gym. David was always chosen last. I imagine him standing there, looking two feet above everyone else’s heads, his hands flapping at his sides—something he still does occasionally, though I’m not sure he realizes it—and I want to go back in time and hug him, whisper in his ear that he can come stand by me. Tell him if he gets tired of flapping, he can hold my hand instead. “I very much hope you’ll consider including me,” my mom says in her quietest voice, and I realize this is the closest someone like my mother gets to begging. When I don’t immediately respond, she says, “At the very least, hashtag squad goals.” I laugh. My mom loves to try to talk like a teenager. A few weeks ago, I overheard her on the phone complaining about how she was tired of adulting and the last time we watched a romantic comedy together, she wanted to ship all the secondary characters. “Yeah, we can work on that,” I say, and realize just how much I’ve missed my mom recently. How I can’t make it through without her. That there will always be room in my tribe

But Holbrooke brought to every job he ever held a visionary quality that transcended practical considerations. He talked openly about changing the world. “If Richard calls you and asks you for something, just say yes,” Henry Kissinger said. “If you say no, you’ll eventually get to yes, but the journey will be very painful.” We all said yes. By the summer, Holbrooke had assembled his Ocean’s Eleven heist team—about thirty of us, from different disciplines and agencies, with and without government experience. In the Pakistani press, the colorful additions to the team were watched closely, and generally celebrated. Others took a dimmer view. “He got this strange band of characters around him. Don’t attribute that to me,” a senior military leader told me. “His efforts to bring into the State Department representatives from all of the agencies that had a kind of stake or contribution to our efforts, I thought was absolutely brilliant,” Hillary Clinton said, “and everybody else was fighting tooth and nail.” It was only later, when I worked in the wider State Department bureaucracy as Clinton’s director of global youth issues during the Arab Spring, that I realized how singular life was in the Office of the Special Representative for Afghanistan and Pakistan—quickly acronymed, like all things in government, to SRAP. The drab, low-ceilinged office space next to the cafeteria was about as far from the colorful open workspaces of Silicon Valley as you could imagine, but it had the feeling of a start-up.

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 chorus of criticism culminated in a May 27 White House press conference that had me fielding tough questions on the oil spill for about an hour. I methodically listed everything we'd done since the Deepwater had exploded, and I described the technical intricacies of the various strategies being employed to cap the well. I acknowledged problems with MMS, as well as my own excessive confidence in the ability of companies like BP to safeguard against risk. I announced the formation of a national commission to review the disaster and figure out how such accidents could be prevented in the future, and I reemphasized the need for a long-term response that would make America less reliant on dirty fossil fuels. Reading the transcript now, a decade later, I'm struck by how calm and cogent I sound. Maybe I'm surprised because the transcript doesn't register what I remember feeling at the time or come close to capturing what I really wanted to say before the assembled White House press corps: That MMS wasn't fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn't have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn't like paying higher taxes - especially when it was to prepare for problems that hadn't happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who'd done Big Oil's bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they'd be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures. And that the only way to truly guarantee that we didn't have another catastrophic oil spill in the future was to stop drilling entirely; but that wasn't going to happen because at the end of the day we Americans loved our cheap gas and big cars more than we cared about the environment, except when a complete disaster was staring us in the face; and in the absence of such a disaster, the media rarely covered efforts to shift America off fossil fuels or pass climate legislation, since actually educating the public on long-term energy policy would be boring and bad for ratings; and the one thing I could be certain of was that for all the outrage being expressed at the moment about wetlands and sea turtles and pelicans, what the majority of us were really interested in was having the problem go away, for me to clean up yet one more mess decades in the making with some quick and easy fix, so that we could all go back to our carbon-spewing, energy-wasting ways without having to feel guilty about it. I didn't say any of that. Instead I somberly took responsibility and said it was my job to "get this fixed." Afterward, I scolded my press team, suggesting that if they'd done better work telling the story of everything we were doing to clean up the spill, I wouldn't have had to tap-dance for an hour while getting the crap kicked out of me. My press folks looked wounded. Sitting alone in the Treaty Room later that night, I felt bad about what I had said, knowing I'd misdirected my anger and frustration. It was those damned plumes of oil that I really wanted to curse out.

them.” “Okay, Arceus and Calvin,” I said. “Yes?” they answered. “I need you guys to get horses and track down Team Scorpion. Once you have their location, we will assemble a team and attack their hideout.” Arceus nodded. “It sounds like a good plan.” “But what if they just keep running and they never stop?” asked Calvin. “They have to stop sometime,” said Shadow. “Plus, they have to stash their loot somewhere.” Calvin nodded. “Okay, we’ll head to Thane’s stable. I’ll pick up Rose too, she can help us track them.” “Good idea,” I said. Before leaving, Arceus turned to Cindy and said, “Alas, our time reunited was so short, and now we must part again, my love.” “Uh, why are you calling me that? I’m not your love,” Cindy replied. “Oh, but you are, darling. I love you, so therefore, you are my love.” “You love me…?” Cindy had a shocked expression on her face. “Yes, of course. If not for you, I would have left this town a long time ago.” “Really?” "To be honest, I hate this town. There's always some troubling event going on here. But this is your hometown, and I know you love it so. Therefore, I will gladly fight to my dying breath to defend it if I must.” Cindy blushed. “Um… that’s… very sweet of you…” “Well, we should head out now. Until we meet again, my love.” Arceus hugged Cindy and then he left with Calvin to go to the stable. “What should we do in the meantime?” asked Devlin. “We’ll go home and check up on everyone. We gotta make sure they’re okay.” “And then?” “We’ll prepare for the assault on Team Scorpion’s hideout.” Knight-Captain Devlin nodded. We made our way back to town. When we arrived, we saw a bunch of villagers by town hall. They were drowning the mayor with questions. “Who were those jerks?!” a villager asked. “What did they want?!” asked another. “I thought this place was safe!” yelled a new villager. “How are you going to protect us from them?!” The questions went on and on. The mayor lost the crowd, he had no control over them whatsoever. They were becoming restless.

Sitting with some of the other members of the Scholastic Decathlon team, quiet, studious Martha Cox heard snatches of the lunchtime poetry. Her ears instantly pricked up. "What's going on?" she asked, her eyes bright. Betty Hong closed her book and leaned close. "Taylor McKessie told me all about it," she whispered. Betty told Martha about next week's poetry-reading assembly and how Taylor was trying to help half the starting basketball team locate their muse. "That's totally fresh!" Martha cried. "Too bad I'm not in Ms Barrington's English class." Betty made a face. "You like poetry stuff? I thought you were into maths and science." "I like it all," Martha replied. "I love astronomy and hip-hop-" Betty rolled her eyes. "Not hip-hop again." "Word, girl," Martha replied. "You know I've been bustin' out kickin' rhymes for years. It helps me remember lessons, like last night's astronomy lecture." "No," Betty said. "You didn't make up a rap to that." "Just watch," Martha cried. Leaping out of her chair, she began to chant, freestyle: "At the centre of our system is the molten sun, A star that burns hot, Fahrenheit two billion and one. But the sun, he ain't alone in the heavenly sphere, He's got nine homeys in orbit, some far, some near. Old Mercury's crowding in 'bout as close as he can, Yo, Merc's a tiny planet who loves a tan.... Some kids around Martha heard her rap. They really got into it, jumping up from their tables to clap and dance. The beat was contagious. Martha started bustin' some moves herself. She kept the rap flowing, and more kids joined the party.... "Venus is next. She's a real hot planet, Shrouded by clouds, hot enough to melt granite. Earth is the third planet from the sun, Just enough light and heat to make living fun. Then comes Mars, a planet funky and red. Covered with sand, the place is pretty dead. Jupiter's huge! The largest planet of all! Saturn's big, too, but Uranus is small. So far away, the place is almost forgotten, Neptune's view of Earth is pretty rotten. And last but not least, Pluto's in a fog, Far away and named after Mickey's home dog. Yo, that's all the planets orbiting our sun, But the Milky Way galaxy is far from done!" When Martha finished her freestyle, hip-hop flow, the entire cafeteria burst into wild applause. Troy, Chad, Zeke, and Jason had been clapping and dancing, too. Now they joined in the whooping and hollering. "Whoa," said Chad. "Martha's awesome.

told my people that I wanted only the best, whatever it took, wherever they came from, whatever it cost. We assembled thirty people, the brightest cybersecurity minds we have. A few are on loan, pursuant to strict confidentiality agreements, from the private sector—software companies, telecommunications giants, cybersecurity firms, military contractors. Two are former hackers themselves, one of them currently serving a thirteen-year sentence in a federal penitentiary. Most are from various agencies of the federal government—Homeland Security, CIA, FBI, NSA. Half our team is devoted to threat mitigation—how to limit the damage to our systems and infrastructure after the virus hits. But right now, I’m concerned with the other half, the threat-response team that Devin and Casey are running. They’re devoted to stopping the virus, something they’ve been unable to do for the last two weeks. “Good morning, Mr. President,” says Devin Wittmer. He comes from NSA. After graduating from Berkeley, he started designing cyberdefense software for clients like Apple before the NSA recruited him away. He has developed federal cybersecurity assessment tools to help industries and governments understand their preparedness against cyberattacks. When the major health-care systems in France were hit with a ransomware virus three years ago, we lent them Devin, who was able to locate and disable it. Nobody in America, I’ve been assured, is better at finding holes in cyberdefense systems or at plugging them. “Mr. President,” says Casey Alvarez. Casey is the daughter of Mexican immigrants who settled in Arizona to start a family and built up a fleet of grocery stores in the Southwest along the way. Casey showed no interest in the business, taking quickly to computers and wanting to join law enforcement. When she was a grad student at Penn, she got turned down for a position at the Department of Justice. So Casey got on her computer and managed to do what state and federal authorities had been unable to do for years—she hacked into an underground child-pornography website and disclosed the identities of all the website’s patrons, basically gift-wrapping a federal prosecution for Justice and shutting down an operation that was believed to be the largest purveyor of kiddie porn in the country. DOJ hired her on the spot, and she stayed there until she went to work for the CIA. She’s been most recently deployed in the Middle East with US Central Command, where she intercepts, decodes, and disrupts cybercommunications among terrorist groups. I’ve been assured that these two are, by far, the best we have. And they are about to meet the person who, so far, has been better. There is a hint of reverence in their expressions as I introduce them to Augie. The Sons of Jihad is the all-star team of cyberterrorists, mythical figures in that world. But I sense some competitive fire, too, which will be a good thing.

I’ve finally found my tribe, she thinks. And this is what an effective network is all about—when you can assemble a group of motivated people to solve a big problem, even though the team looks nothing like the official org chart.

To Bring Acquisitions into the Fold . . . •​Put integration plans in place before the deal closes, covering management, metrics, and other relevant topics. •​Personally review and approve the plan. •​Tighten up the executional details. •​Put dedicated, full-time integration teams in place, and assemble these teams early. •​Make changes and communicate them immediately to shape the mind-set. •​Stay alert for processes in acquired companies that you like, and introduce them as innovations into your own company. •​Personally perform regular follow-up to ensure that the acquisition really is performing even better than predicted by the valuation model.

If Ranger needed help with the takedown on someone he was personally tracking he wouldn’t call me. If you gave Ranger fifteen minutes he could assemble a team that would make the invasion of Kuwait look like a kindergarten exercise. Needless to say, I wasn’t at the head of his commando-for-hire list. I wasn’t even on the bottom of it.

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Do you build a team or assemble a team?

It was not uncommon for a quality performer to suit up with multiple teams in the same year, or to be employed in two different leagues at the same time. The phenomenon was reaching its logical extreme in Edmonton, where local management began buying star players from across the country as part of its plan to assemble a Cup contender. Another downside of unregulated competition was the inability of pro leagues to enforce on-ice discipline. It should be noted that, contrary to what the amateur organizers claimed, violence in hockey was by no means a professional phenomenon. The papers of the day are full of on-ice assaults, all-out brawls and spectator bedlam in the unpaid ranks. However, when amateur leagues dealt with these, they could enforce their rulings throughout the amateur world.

Imagine that I am trying to assemble a superstar coin-flipping team (under the erroneous impression that talent matters when it comes to coin flipping). After I observe a student flipping six tails in a row, I offer him a ten-year, $50 million contract. Needless to say, I’m going to be disappointed when this student flips only 50 percent tails over those ten years.

Hiring isn't just about filling positions; it's about assembling a team of stars whose combined brilliance lights up the path to success.

Well, it’s only a matter of time before they get leaked,” Chris saids. “Are you assembling a team?

Digital natives—the startups that know how to build software—start to win market share. In response, one of the incumbents, intent on fending off the upstart, reverses the IT-outsourcing trend and starts assembling their in-house software teams to compete. One by one, every player in the industry (the ones that intend to survive, at least) becomes a builder. It’s unavoidable. It’s mandatory. That’s why I call this a Darwinian evolution of every industry. It’s no longer a question of Build vs. Buy. Rather, it’s the existential question of Build vs. Die. It’s natural selection driven by customers, who pick the companies that serve them better in this digital era.

WITH THE ECONOMY in a tailspin, the politics around climate change actually worsened after the election (“Nobody gives a shit about solar panels when their home’s in foreclosure,” Axe said bluntly), and there was speculation in the press that we might quietly put the issue on the back burner. I suppose it’s a measure of both my cockiness at the time and the importance of the issue that the thought never crossed my mind. Instead, I told Rahm to put climate change on the same priority footing as healthcare, and to start assembling a team capable of moving our agenda forward.

Huyck proved to be an outstanding administrator and, despite his lack of experience, quickly achieved one of the board’s top priorities. By ensuring that the teachers, curriculum, and classroom offerings met the necessary educational standards, he earned official accreditation for the school, a certification that made it eligible for federal and state financial aid.9 Along with his academic duties, he made time to coach the school’s poultry-judging team, which—as the local press proudly noted—“won over six other teams from high schools in larger towns in a recent contest.”10 At the annual meeting of the Michigan State Teachers’ Association in November 1923, Emory was chosen as a delegate to the general assembly and helped draft a resolution calling for the strict enforcement of the Volstead Act—formally known as the National Prohibition Act—“not only to prevent production and consumption of alcoholic liquors, but also to teach the children respect for the law.”11 He was also a member of both the Masons, “the most prestigious fraternal organization in Bath’s highly Protestant community,”12 and the Stockman Grange, at whose annual meeting in January 1924 he served as toastmaster and delivered a well-received talk on “The Bean Plant and Its Relation to Life.”13 Perhaps unsurprisingly for a man with his military training, Huyck was something of a disciplinarian, demanding strict standards of conduct from both the pupils and staff. “At day’s end,” writes one historian, “students were required to march from the building to the tune of martial music played on the piano. During the day, students tiptoed in the halls.” When a pair of high-spirited teenaged girls “greeted their barely older teachers with a jaunty ‘Well, hello gals,’” they were immediately sent to the superintendent, who imposed a “penalty [of] individual conferences with those teachers and apologies to them.”14

It’s a good team that I’ve assembled , a mix of perspectives. I know a true business mogul doesn’t just hire yes men. He turns people into yes men because he does his damn job.

We pulled into the so-called safe zone, next to a pair of tow teams that had sidelined themselves, and as King reached past me to untether his camera case and assemble his housing, I started at Jaws. At about 40 feet, this wasn't the biggest day on record, but somehow that diminished nothing. The wave was breathtaking. As it rose, its face opened up to the cliffs and its lip curled over a full-bellied barrel. Except for the luminous glints of turquoise at its peak, the wave was sapphire blue, gin clear, and flecked with white. If heaven were a color it would be tinted like this. You could fall into this water and happily never come out and you could see it forever and never get tired of looking. Jaws did not permit its spectators to daydream about being someplace else, to feel bored or irritated or jaded. Watching it was an instant antidote to petty problems. There could be no confusion about who called the shots out here, at this gorgeous, haunted, heavy, lush, primordial place, with all its unnameable blues and its ability to nourish you and kill you at the same time. There was unspeakable power at Jaws, but it was the beauty that got me.

That’s what University of Pennsylvania’s Andrew Carton and his coauthors concluded after studying patients treated for heart attacks in 151 California hospitals. When a hospital had four or fewer values and used vivid imagery, patients were far less likely to be readmitted for further treatment within thirty days—a key indicator of the quality of care. Carton’s team found similar results in an experiment where they assembled sixty-two virtual teams to design new toys. Before designing the toy, team members learned their “company’s” values—and were instructed that their design should be “congruent” with the values. An “expert panel” of seven children was more enthusiastic about playing with toys designed by teams in companies with short lists of vivid values.

it recognizes that building and running software systems is a sociotechnical activity, not an assembly line in a factory.

Topics & Questions for Discussion In Chapter One, “Cyrus Jones and the Magic Funeral,” Asha describes Cyrus as “mostly human, a little bit cartoon, a tiny bit ghost.” Having read the book, what do you think of Cyrus as a character? Have you met anyone like him in real life? Think back to your high school crush(es). Do you recall that first feeling of attraction? How would you react if you happened upon that person now? What does Asha’s relationship with her older sister Mira bring to story? How does she add to your understanding of Asha as a person? Jules is a source of support, emotional and financial, for Cyrus and Asha. What other roles does he play in the novel? Recall the manifesto Cyrus writes in Chapter Three: “We don’t try to convince people to buy things We don’t spy on anyone We don’t sell our souls (we don’t sell anything) and We are equal partners and make all decisions together.” Did you predict any of these points might falter? Were you correct? Consider what kind of workplace Utopia is. Would you like to work there? What elements would you like to see in your current work situation? At the end of Chapter Five, Asha thinks about the cultural differences between her and Cyrus, contemplating his “whiteness.” To what extent do you think their differences affect their understanding of each other? Have you had to think about cultural differences in a similar way? Besides WAI, several other app ideas are mentioned in the novel: Consentify, LoneStar, Buttery, Flitter, and so on. Discuss your favorite, or if you have any other start up ideas. Asha, Cyrus, and Jules must delve into all the logistical aspects of starting and growing a business, from assembling the right team to sourcing funding. What seem to be the biggest challenges to starting a business? The novel deals with themes of gender dynamics and white male privilege throughout. At what points can you see these dynamics at play, and how do the characters respond? If you were Asha’s friend, or family member, how would you react to her relationship with Cyrus? Would you have warned her or supported her? What does or doesn’t seem to work about their marriage?

Assemble a navigational team of the finest guides in the heavens.

There is no easy fix for someone in my friend’s situation, but a vision for shared power offers one possible solution. If my friend could have assembled a diverse lay leadership team, it could have benefited everyone. Not only would it have lightened his personal workload, but the congregation could benefit from the varied giftings of people on the team. In addition, each person would benefit from space to develop in her/his particular gifts.

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The development team knows how to read assembly language and debug applications to determine where the compatibility problem lies and determine the appropriate course of action to get the application back on its feet. Your typical end users do not have this skill and have no interest in learning it. They just want to get their work done.

One other thing about the Trump team was just how incredibly wealthy it was. It was flush with billionaires, multi-millionaires – oh, and a smattering of generals. It was the richest group ever assembled. The joke was you either needed to have bread or braid to get into a Trump cabinet. Presumably the military men were the poorest of those who sat round the famous table, but it should be recorded that none of them was caught up in any of these scandals.

You can’t make a renaissance person anymore, because the range of what you would need to do is just impossible. But you could actually assemble a renaissance team.”7 The integrative thinkers rely on their “renaissance teams” to broaden salience, maintain sophisticated causality, and create a holistic architecture in their drive for creative resolution.

The assault team was readied. Several marksmen were in place. The team that was going in assembled inside an armored van, ready to swing

But what was happening to Gorse and Cynda was beyond serious. It was the sort of thing she’d vowed to stop someday. The day had just come early—too early, before she’d assembled a capable team. Not exactly the new dawn she’d had in mind.

physical space has for a century been used to facilitate and enforce efficiency and specialization. Along with factory assembly lines, the architectural frames of white-collar work have evolved to maximize efficiency.

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These data rarely exist in one place in the organization so you’ll need to pull in people from multiple functions such as marketing, sales, in-store operations, IT, and beyond. We’ve seen companies create small “SWAT” teams that assemble people from these functions to break through bureaucratic logjams.

the first thing is that a leader needs to be able to assemble and have a disciplined team. That discipline supports the whole team. It’s the work ethic; it’s the constant facts and analysis, constantly delving into it.

For Phoenix, it takes us three or four weeks for new developers to get builds running on their machine, because we’ve never assembled the complete list of the gazillion things you need installed in order for it to compile and run. But now all we have to do is check out the virtual machine that Brent and team built, and they’re all ready to go.

Make the decision to play big and commit—decide to go! Set your goal. Identify the recipient: Whom do you need to influence to get where you want to go? Determine the best time to execute and invest in doing your research and homework. Start brainstorming and assemble your support team. Develop your plan: a Plan A and a Plan B. Conduct a premortem. Take action. Remember:

I had the foolish idea that we should test for desirable and useful traits so that we could assemble ideally balanced teams to the colonies. [...] It's like those foolish attempts to control immigration to America based on the traits that were deemed desirable, when in fact the only trait that defines Americans historically is "descended from somebody willing to give up everything to live there.

Undersheriff McClanahan was so worried about the mental health of his investigative team that he assembled a team of psychologists to debrief them. The detectives were encouraged to express their feelings candidly, but they reacted so furiously that the psychologists beat a retreat and diagnosed the whole bunch as suffering from post-traumatic stress disorder.

calls to adventure are puzzles waiting to be solved. Anyone can apply, but the price of admission is paid in imagination. As journeys unfold, new challenges arise and pressures mount. These successive tolls must too be paid in creativity and ingenuity, as they were by history’s most imaginative minds. The only way that Jason can claim his rightful place as ruler of Iolcus, Greece, is by retrieving the fabled Golden Fleece from distant lands. The problem? Everyone considers the task impossible, fraught with terrifying perils certain to kill any man. Jason isn’t so sure. He assembles a mighty team of warriors—the Argonauts—and builds the largest ship ever constructed. He then figures out how to successfully navigate the legendary maze of crushing rocks known as the Symplegades, yoke fire-breathing, bronze-hoofed oxen, trick a mighty army guarding the Fleece into ravaging itself to pieces, and drug a sleepless dragon into its first slumber. Four months after departing, Jason

Many calls to adventure are puzzles waiting to be solved. Anyone can apply, but the price of admission is paid in imagination. As journeys unfold, new challenges arise and pressures mount. These successive tolls must too be paid in creativity and ingenuity, as they were by history’s most imaginative minds. The only way that Jason can claim his rightful place as ruler of Iolcus, Greece, is by retrieving the fabled Golden Fleece from distant lands. The problem? Everyone considers the task impossible, fraught with terrifying perils certain to kill any man. Jason isn’t so sure. He assembles a mighty team of warriors—the Argonauts—and builds the largest ship ever constructed. He then figures out how to successfully navigate the legendary maze of crushing rocks known as the Symplegades, yoke fire-breathing, bronze-hoofed oxen, trick a mighty army guarding the Fleece into ravaging itself to pieces, and drug a sleepless

God stood on the court of history and surveyed those who could play alongside Him. He looked over the strong, capable, and obvious choices. Then His eyes went to the most insignificant people He could find—and that is who He picked. He wanted the weaklings for His team, and the reason is simple: All the glory would go to Him. When God assembles a team of insignificant people and wins with them, it is pretty obvious who is responsible for the victory.

Now, with their miniature robot army, three Harvard University researchers have upped the ante, assembling a massive swarm of simple, three-legged robots that can work as a team to assemble into different shapes on command. The advance, reported Thursday in the journal ­Science, is a feat of “engineering majesty,’’ said James ­McLurkin, director of the Multi-Robot Systems Lab at Rice University, who was not ­involved in the research. “Building 1,000 robots is hard,’’ McLurkin said. “Getting 1,000 robots to work together reliably is — how’d they say it in Boston? — ‘wicked hard.’ ’’ The technology is still in the early stages. These simple ­robots, which each weigh about as much as three nickels and cost $14 in parts, cannot build a skyscraper or clean up an oil spill. But they surmount several major problems in robotics, McLurkin said. The software the researchers designed allows individual ­robots to act on their own, using only information from their neighbors to achieve goals that dwarf their thumb-sized bodies.

In 2011 India’s Test team was crowned as world cricket’s leading side for the first time in its history. The foundations for this global domination can be traced to a decade earlier, when a career-defining performance by VVS Laxman helped to turn a whole series on its head as India, in the face of a seemingly unassailable deficit, staged an unbelievable recovery to go on and overpower what many considered to be the finest cricket team ever assembled.

As it had turned out, assembling a crowd of sign-waving supporters for a Donald Trump campaign rally in Manhattan was a tricky task. A few days before the event, the billionaire’s team was reduced to putting out a casting call through a New York–based agency offering fifty bucks to background actors who were willing to wear Trump shirts, carry Trump posters, and cheer Trump on during his big announcement. (“We

The Nazi invasion didn’t happen by the end of 1939 after all. The German seizure of the Low Countries—Belgium, the Netherlands, and Luxembourg—didn’t occur until May of 1940, and Jacob was grateful for the extra months of training and conditioning. Maurice, Avi, and Jacob used the time to recruit and assemble the rest of their team of young Jewish insurgents.

We've assembled a group of people, your team, people who love you and pray for you. Take a look around the circle. These people represent thousands of words spent in prayer before the throne of God, begging for your safe return to the fold, begging for your peace, your faith, your heart.

The Guildhall was in the middle of Plano, Texas. Plano Texas, is brown and not much else. They have a Frito-Lay factory, parking lots, and a videogame school. At the time, I kept a strict vegan diet and didn’t drive. There was nothing to eat and nowhere to go. But the latter didn’t matter; when you were at the Guildhall you had no life outside the Guildhall. I remember the first day of orientation, sitting in a lecture hall with my future classmates and the spouses they’d brought with them to this wasted brown land. One of the other level design students had his wife and their year-old child with him. “Give her a kiss and say good-bye,” the director of the school told him in front of the assembly. “You’re not going to see her for two years.” I was in Plano, Texas, for six months. You’re at school from nine to five. You stay after and do your work with the teams they’ve assigned you to. Late at night you drag yourself home and do your actual homework. Maybe you get a few hours of sleep. The idea behind the school is that you’re always in what the Big Games Industry calls “crunch time”: unpaid overtime. Your masters want the game done by Christmas, so you don’t leave the office until it’s done. This is why people in the industry aren’t healthy; this is why they burn out and quit games within a few years. This is why you miss the second year of your daughter’s life. This is their scheme: you put up with crunch time all the time while you’re in school, so when you work for a big publisher—or, rather, a studio contracted by a big publisher—you won’t complain about being told you can’t see your daughter until the game’s done. The Guildhall boasts an over 90 percent employment rate, and it’s true: they will get you a job in the games industry. That’s because they will make you into exactly the kind of worker the games industry wants. It’s that kind of school. And it works; that’s the horrifying thing. My classmates were all self-identified gamers and game fans and were willing to put up with anything in order to live their dream of making videogames. That’s the carrot the industry dangles, and it’s what we take away from the industry when we create a form to which anyone can contribute. As long as the industry is allowed to continue acting as the gatekeeper to game creation, people will continue to accept the ways in which the industry tramples the lives and well-being of the creative people who make games, rather than challenging the insane level of control that publishers ask over developers’ lives.

building and running software systems is a sociotechnical activity, not an assembly line in a factory.

but much of the elite team the ISIS leader had assembled was still on the loose.

In 2013, on the auspicious date of April 1, I received an email from Tetlock inviting me to join what he described as “a major new research program funded in part by Intelligence Advanced Research Projects Activity, an agency within the U.S. intelligence community.” The core of the program, which had been running since 2011, was a collection of quantifiable forecasts much like Tetlock’s long-running study. The forecasts would be of economic and geopolitical events, “real and pressing matters of the sort that concern the intelligence community—whether Greece will default, whether there will be a military strike on Iran, etc.” These forecasts took the form of a tournament with thousands of contestants; the tournament ran for four annual seasons. “You would simply log on to a website,” Tetlock’s email continued, “give your best judgment about matters you may be following anyway, and update that judgment if and when you feel it should be. When time passes and forecasts are judged, you could compare your results with those of others.” I did not participate. I told myself I was too busy; perhaps I was too much of a coward as well. But the truth is that I did not participate because, largely thanks to Tetlock’s work, I had concluded that the forecasting task was impossible. Still, more than 20,000 people embraced the idea. Some could reasonably be described as having some professional standing, with experience in intelligence analysis, think tanks, or academia. Others were pure amateurs. Tetlock and two other psychologists, Barbara Mellers (Mellers and Tetlock are married) and Don Moore, ran experiments with the cooperation of this army of volunteers. Some were given training in some basic statistical techniques (more on this in a moment); some were assembled into teams; some were given information about other forecasts; and others operated in isolation. The entire exercise was given the name Good Judgment Project, and the aim was to find better ways to see into the future. This vast project has produced a number of insights, but the most striking is that there was a select group of people whose forecasts, while they were by no means perfect, were vastly better than the dart-throwing-chimp standard reached by the typical prognosticator. What is more, they got better over time rather than fading away as their luck changed. Tetlock, with an uncharacteristic touch of hyperbole, called this group “superforecasters.” The cynics were too hasty: it is possible to see into the future after all. What makes a superforecaster? Not subject-matter expertise: professors were no better than well-informed amateurs. Nor was it a matter of intelligence; otherwise Irving Fisher would have been just fine. But there were a few common traits among the better forecasters.

Did they hire superstar entrepreneurs from outside the company? No, they assembled a team from within Intuit. Did they face constant meddling from senior management, which is the bane of innovation teams in many companies? No, their executive sponsors created an “island of freedom” where they could experiment as necessary. Did they have a huge team, a large budget, and lots of marketing dollars? Nope, they started with a team of five.

A grudge held from the last cycle may kill the promotion of an otherwise deserving person the next time around. Google’s engineering team solved these problems with promotion committees, which were assembled off-site for one day twice a year. They debated the promotions of other people’s direct reports, not their own, based on a packet of relatively objective information about each person’s accomplishments.

King Salman appears to have engineered a peaceful handover of power from the sons of King Abdulaziz to his grandsons. Third-generation princes now serve not only as crown prince but in nearly all provincial governor, deputy governor, and royal cabinet positions. Like the young team of brothers that King Faisal assembled in the 1960s, the grandsons of King Abdulaziz installed by King Salman and MBS expect to govern Saudi Arabia into the foreseeable future.

--she always imagine her muscles as a highly trained team of miniature hers, little Lauras in leotards looking focused and dedicated and crushing it like an amazing internal flashmob.