Quotes About Collaboration

When new learnings are discovered locally, there must also be some mechanism to enable the rest of the organization to use and benefit from that knowledge.

Done poorly, Conway's Law will prevent teams from working safely and independently; instead, they will be tightly-coupled together, all waiting on each other for work to be done, with even small changes creating potentially global, catastrophic consequences.

work can bounce between teams endlessly due to incomplete information, or work can be passed onto downstream work centers with problems that remain completely invisible until we are late delivering what we promised to the customer or our application fails in the production environment.

Researchers at Google spent years on Project Oxygen and found that psychological safety was one of the most important factors of great teams: where there was confidence that the team would not embarrass, reject, or punish someone for speaking up.

Instead of project teams where developers are reassigned and shuffled around after each release, never receiving feedback on their work, we keep teams intact so they can keep iterating and improving, using those leanings to better achieve their goals.

Picture this scenario: You are in an organization where everyone is making decisions, solving important problems every day, and teaching others what they've learned," Erik says. "Your adversary is an organization where only the top leaders make decisions. Who will win? Your victory is inevitable.

this is what an effective network is all about—when you can assemble a group of motivated people to solve a big problem, even though the team looks nothing like the official org chart.

now some of the best engineers in the company are working on making everyone else more productive. That's the way it should be, she thinks.

the developers will eventually be responsible for testing their own code, with QA taking a more strategic role, coaching and consulting.

New local knowledge is exploited globally throughout the organization.

Something is really screwy in the world when I'm finding reasons to thank Development and Security in the same day.

Repetition, especially for things that require teamwork, creates trust and transparency.

limit on [team] size ... ensures the team has a clear, shared understanding of the system they are working on. As teams get larger, the amount of communication required for everybody to know what's going on scales in a combinatorial fashion.

Another way we can enable more market-oriented outcomes is by enabling product teams to become more self-sufficient by embedding Operations engineers within them, thus reducing their reliance on centralized Operations.

integrating the objectives of QA and Operations into everyone's daily work reduces firefighting, hardship, and toil, while making people more productive and increasing joy in the work we do.

Tuckman phases of teams, going through form, storm, norm, and perform. She's ready to start norming and performing!

This brings us back to what I've been telling you about the importance of finding the right partners. You can't do it all yourself, and neither could any of us. Each of us on our own could only go so far. Together, we would go all the way.

Ah." Vale stepped away from the side of the zeppelin and offered her his hand. "Then I believe we can work together, Miss Winters.

It was down to me—not George Martin, not anyone else—to turn the Beatles' new vision into a reality.

Teenagers learn best by doing things, they learn best in teams and they learn best by doing things for real — all the opposite of what mainstream schooling actually does.

The fact is America's democracy uses a combination of capitalism (businesses and banks) and socialism (public schools, police, fire fighters and the military) and our most successful times have occurred when government, business and people work together and don't demonize each other.

For the proverbe seith that "manye smale maken a greet."

There is no more important rule of conduct in the world than this: attach yourself as much as you can to people who are abler than you and yet not so very different that you cannot understand them.

What's so poignant about this mismatch is that a winning campus-to-career alliance is within reach—if only the combatants could talk about their values, needs, and achievements in a shared language that makes sense to one another. Instead, scholars, students, and employers are at odds because of an agonizing translation problem.