Quotes About Collaboration

The goal is that not only can a developer understand what the code does; he or she can also understand why it does what it does and can relate that to the ongoing communication with the domain experts.

There is always room for optimism; there is always something to do that is historically important, choices in one's life that matter, a challenge against more powerful foes, great people to work with, and a real chance for victory.

Ronald Reagan had a plaque on his desk that said "There is no limit to what a man can do or where he can go if he does not mind who gets the credit.

Instead of working in separate departments, engineers and designers would work together side by side on one feature at a time. Whenever that feature was ready to be tested with customers, they immediately would release a new version of the product, which would go live on our website for a relatively small number of people.

I recommend several tactics for escaping the Five Blames. The first is to make sure that everyone affected by the problem is in the room during the analysis of the root cause.

All successful sales models depend on breaking down the monolithic view of organizations into the disparate people that make them up.

Even when one is selling to large institutions, as in a business-to-business model, it helps to remember that those businesses are made up of individuals.

On the surface, Five Whys seems to be about technical problems and preventing mistakes, but as teams drive out these superficial wastes, they develop a new understanding of how to work together. Tony put it this way: "I daresay that I discovered that the Five Whys transcends root cause analysis by revealing information that brings your team closer through a common understanding and perspective. A lot of times a problem can pull people apart; Five Whys does the opposite.

There were three differences in year three: • Teams were involved in creating new technologies, processes, and systems. • Cross-functional teams were formed around new great ideas. • Customers were involved from the inception of each feature concept.

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.

Enable and empower teams to make fast and courageous decisions.

The way out of this dilemma is to manage the four kinds of work differently, allowing strong cross-functional teams to develop around each area. When products move from phase to phase, they are handed off between teams. Employees can choose to move with the product as part of the handoff or stay behind and begin work on something new. Neither choice is necessarily right or wrong; it depends on the temperament and skills of the person in question.

Another vital factor was the development of a leadership style and set of cooperative customs that could allow developers to attract co-developers and get maximum leverage out of the medium.

It may well turn out that one of the most important effects of open source's success will be to teach us that play is the most economically efficient mode of creative work.

Users are wonderful things to have, and not just because they demonstrate that you're serving a need, that you've done something right. Properly cultivated, they can become co-developers.

The life's work of Walt Disney and Ray Kroc had come full-circle, uniting in perfect synergy. McDonald's began to sell its hamburgers and french fries at Disney's theme parks. The ethos of McDonaldland and of Disneyland, never far apart, have finally become one. Now you can buy a Happy Meal at the Happiest Place on Earth.

David Cutler wrote in MIT Technology Review, "the single most unused person in health care" is the patient.

This brings home the saying and mantra for the future—"Nothing about me without me"—which should and will undeniably apply to individuals when they assume the role of IAPs.38

Later in the 1700s, the preeminent economist Adam Smith actually wrote The Wealth of Nations in a coffeehouse, after having repeatedly circulated drafts for input among the regulars there. Beyond

Wouldn't it be amazing to have anonymous medical records available to all research doctors? Making our medical records open for sharing will save 100,000 lives a year.

Innovation by users tends to be widely distributed rather than concentrated among just a very few very innovative users. As a result, it is important for user-innovators to find ways to combine and leverage their efforts. Users

increase the ease with which innovators can build larger systems from interlinkable modules created by community participants. Free and open source software projects are a relatively well-developed and very successful form of Internet-based innovation community. However, innovation communities are by no means restricted to software or even to

The whole sport of high-performance windsurfing really started from that. As soon as I did it, there were about ten of us who sailed all the time together and within one or two days there were various boards out there that had footstraps of various kinds on them, and we were all going fast and jumping waves and stuff. It just kind of snowballed from there. (Shah 2000) By 1998, more than a million people were engaged

Moreover, individual users do not have to develop everything they need on their own: