Quotes About Cohesion

Neighborhoods and communities are complex organisms that will be resilient only if they are healthy along a number of interrelated dimensions, much as a human body cannot be healthy without adequate air, water, rest, and food.

When you look at organizations that work, everyone is on the same page as far as what they are doing.

You've got to stop dividing yourselves. You got to organize.

The best advice I ever got as an organizer was that if you can organize your family, you're a good organizer.

That's something that's so often overlooked in this game - the dynamics of the locker room.

You need to have discussions and make sure you guide players towards the collective spirit. It can't be done overnight.

Team jell takes time, and, during much of that time, the composition of the team can't be changing. If you need to use a reactive strategy of contract labor, your team will probably never jell. In fact, the workforce you manage almost certainly won't be a team at all.

The purpose of a team is not goal attainment but goal alignment.

We can't put our faith in anyone but our own people.

The spread of freedom is the best security for the free. It is our last line of defense and our first line of attack. And just as the terrorist seeks to divide humanity in hate, so we have to unify it around an idea. And that idea is liberty.

Teams have to really get to know each other, work through many issues, overcome various obstacles, and establish winning strategies in order to experience this caliber of cohesion.

If we remain grotesquely unequal, we shall lose all sense of fraternity: and fraternity, for all its fatuity as a political objective, turns out to be the necessary condition of politics itself.

For it is a curious fact about secret meetings that a bond almost always forms among the participants, a bond that can feel both mysterious and powerful.

orders (or as Katydid called them, "whole

Trust is the foundation of real teamwork.

few groups of leaders actually work like a team, at least not the kind that is required to lead a healthy organization.

When players on a team stop caring about the scoreboard, they inevitably start caring about something else.

Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team.

There was no sense of unity or camaraderie on the team, which translated into a muted level of commitment.

No matter how good an individual on the team might be feeling about his or her situation, if the team loses, everyone loses.

As difficult as it is to build a cohesive team, it is not complicated. In fact, keeping it simple is critical

Truth lies at the heart of a functioning, cohesive team. Without it, teamwork is all but impossible

Another way to understand this model is to take the opposite approach—a positive one—and imagine how members of truly cohesive teams behave: They trust one another. They engage in unfiltered conflict around ideas. They commit to decisions and plans of action. They hold one another accountable for delivering against those plans. They focus on the achievement of collective results.

Ken always says that his job is to create the best team possible, not to shepherd the careers of individual athletes.