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Great Groups have some odd things in common. For example, they tend to do their brilliant work in spartan, even shabby, surroundings.
Patricia Ward Biederman • Organizing Genius: The Secrets of Creative Collaboration
If this change conjures images of working side by side with a robot on your team, you’re actually not far off.
Paul Leonardi • The Digital Mindset: What It Really Takes to Thrive in the Age of Data, Algorithms, and AI
At AES, Dennis Bakke installed a beautiful practice of team appraisal with his closest peers. They got together once a year, often over dinner in one of their homes to make for a relaxed, informal setting. Every person in turn shared his or her self-evaluation. Other team members commented, questioned, or encouraged each other to reach a deeper und
... See moreFrederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
the CEO and “chief servant
Richard J. Leider • Life Reimagined: Discovering Your New Life Possibilities
to us—which is our central problem.
Robert C. Townsend • Up the Organization: How to Stop the Corporation from Stifling People and Strangling Profits (J-B Warren Bennis Series)
The best manager is often neither the most outstanding professional, the best business getter, nor even the best “financial brain.”
David H. Maister • Managing The Professional Service Firm
Alan Kay once observed, “The way to do good science is to be incredibly critical without being depressed.” Great Groups don’t lose hope in the face of complexity. The difficulty of the task adds to their joy.
Patricia Ward Biederman • Organizing Genius: The Secrets of Creative Collaboration
He excelled at creating brilliant solutions to problems identified by others, not in finding the right problems to solve.
Adam Grant • Originals
Leadership involves many people, each with their own need for role identity within the organization.