Quotes About Collaboration

I have noticed that doctors who fail in the practice of medicine have a tendency to seek one another's company and aid in consultation.

Some writers are only born to help another writer write one sentence.

When you have two people who love each other, are happy and gay and really good work is being done by one or both of them, people are drawn to them as surely as migrating birds are drawn at night to a powerful beacon.

You had to trust the people you worked with completely or not at all, and you had to make decisions about the trusting.

You had to trust the people you worked with completely or not at all

The activity of a creative field becomes further invigorated when similar creative fields are generated by other people. This is because creative fields having the same vibrational frequency tend to merge, forming large-scale collective creative fields. These collective creative fields can be extremely pervasive. The bigger they are, the more powerfully they respond to thoughts emanating from people in various places.

While never violating our uniqueness, we move together, united in heart and soul. Our greatness is unleashed in the context of community. When we move together, God is most perfectly revealed in us.

In this setup, the pressure is always on the non-talker to change, rather than on the talker to be more versatile. This situation minimizes the importance of nonverbal communication: doing nice things for each other, making attentive gestures, or sharing projects in a spirit of collaboration.

You won't benefit from diverse perspectives if you aren't open to utilizing differences.

When people feel trusted, they'll begin to understand they are contributors--and you'll get great ideas and happy people.

The natural result of utilizing different perspectives is that people are more engaged because they feel their opinions are important.

Conflict can be healthy within a collaborative group, as long as everyone sticks to the issues and things don't get personal.

Train leaders in behaviors that promote trust and respect. Bust existing silos and focus on what's best for the project.

Tim Berners-Lee invented the Web in order to help him remember his colleagues at CERN. "The Web is more a social creation than a technical one," he explains.

I guess we've had a very close relationship because I don't pretend to know about cinema and I think I do know a bit about theatre but he does, he respected that and so we really just had a collaboration which went completely like this.

Nesses estúdios decorria muita colaboração; conta-nos Vasari que quando, certo dia, Leonardo pintou um anjo numa obra de Verrocchio e se saiu melhor que o mestre, Verrocchio desistiu pura e simplesmente do pincel e deixou de pintar. Já fora ultrapassado.

I'm not precisely saying that a really good board meeting at the MLA (Museums, Libraries and Archives Coucil) makes me want to go and write poetry, but there is a pleasure in doing that sort of thing well.

If we are together nothing is impossible. If we are divided all will fail.

To put a man on the moon, NASA asked several major contractors and many subcontractors to work together, each on a different aspect of the project. An unintended consequence of the moon shot was the development of a new organizational approach: matrix management.

The second idea is that the work of a business, of a government bureacracy, of most forms of human activity, is something pursued not by individuals but by teams.

A team will perform well only if peak performance is elicited from the individuals in it.

Because the art and science of forecasting is so complex, you might be tempted to give all forecasting responsibility to a single manager who can be made accountable for it. But this usually does not work very well. What works better is to ask both the manufacturing and the sales departments to prepare a forecast, so that people are responsible for performing against their own predictions.

Andy introduces management with this classic equation: A manager's output = the output of his organization + the output of the neighboring organizations under his influence.

The "delegator" and "delegatee" must share a common information base and a common set of operational ideas or notions on how to go about solving problems, a