Quotes About Collaboration

When you get a chance to play with people - informally is one thing, but when you hook up and make something that's going to last or mean something to someone, I take it very seriously.

If you have talent with teamwork, you've got a chance to be a championship team.

God does not want us to be independent (standing alone) or code-pendent (unable to stand without someone's help); He wants us to be interdependent, meaning we need one another standing shoulder to shoulder to engage the adversary.

Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.

The focus on contribution by itself supplies the four basic requirements of effective human relations: communications; teamwork; self-development; and development of others.

Two hundred people, of course, can do a great deal more work than one man. But it does not follow that they produce and contribute more.

The first secret of effectiveness is to understand the people you work with and depend on so that you can make use of their strengths, their ways of working, and their values. Working relationships are as much based on the people as they are on the work.

But above all, meetings have to be the exception rather than the rule. An organization in which everybody meets all the time is an organization in which no one gets anything done.

Each member of the enterprise contributes something different, but they must all contribute toward a common goal.

The basic problem with the computer in business is not that computer technicians do not understand the managers' needs. It is that the managers do not take the time and trouble to think through their needs and to communicate them to the computer people.6 How the computer people satisfy the needs of the manager is their business. What the needs are is the manager's business. To expect the computer people to define the information needs of the managers is abdication.

The Functions of the Executive, that organizations are held together by information rather than by ownership or command.

Even a conversation with only one other person is a meeting. Hence, if they are to be effective, executives must make meetings productive.

Make meetings productive

They asked, "What needs to be done?" • They asked, "What is right for the enterprise?" • They developed action plans. • They took responsibility for decisions. • They took responsibility for communicating. • They were focused on opportunities rather than problems. • They ran productive meetings. • They thought and said "we" rather than "I.

They found that when ideas could be criticized, the group generated more ideas and they were more creative than when either the person could be criticized or even when there was no evaluation at all.

we are participating in His actual work.

When people in organizations focus only on their position, they have little sense of responsibility for the results produced when all positions interact. Moreover, when results are disappointing, it can be very difficult to know why. All you can do is assume that "someone screwed up.

alignment is the necessary condition before empowering the individual will empower the whole team. Empowering the individual when there is a relatively low level of alignment worsens the chaos and makes managing the team even more difficult:

Organizations learn only through individuals who learn.

To empower people in an unaligned organization can be counterproductive.

A shared vision is the first step in allowing people who mistrusted each other to begin to work together. It creates a common identity.

Shared vision fosters risk taking and experimentation. When people are immersed in a vision, they often don't know how to do it. They run an experiment. They change direction and run another experiment. Everything is an experiment, but there is no ambiguity.

One of the deepest desires underlying shared vision is the desire to be connected, to a larger purpose and to one another. The spirit of connection is fragile. It is undermined whenever we lose our respect for one another and for each other's views. We then split into insiders and outsiders—those who are "true believers" in the vision and those who are not.

It cannot be stressed too much that team learning is a team skill. A group of talented individual learners will not necessarily produce a learning team, any more than a group of talented athletes will produce a great sports team. Learning teams learn how to learn together. If