robertogreco + teamwork + administration   13

Updated: My speech at The Economist (on innovation)
"First, most teams don’t work. They don’t trust each other. They are not led in a way that creates a culture where people feel trust. Think of most of your peers  – how many do you trust? How many would you trust with a special, dangerous, or brilliant idea?  I’d say, based on my experiences at many organizations, only one of every three teams, in all of the universe, has a culture of trust. Without trust, there is no collaboration. Without trust, ideas do not go anywhere even if someone finds the courage to mention them at all."



"Without teams of trust and good leaders who take risks innovation rarely happens. You can have all the budget in the world, and resources, and gadgets, and theories and S-curves and it won’t matter at all. Occam’s razor suggests the main barrier to innovation are simple cultural things we overlook because we like to believe we’re so advanced. But mostly, we’re not."



"Next, we need to get past our obsession with epiphany. You won’t find any flash of insight in history that wasn’t followed, or proceeded, by years of hard work. Ideas are easy. They are cheap. Any creativity book or course will help you find more ideas. What’s rare is the willingness to bet you reputation, career, or finances on your ideas. To commit fully to pursuing them. Ideas are abstractions. Executing and manifesting an idea in the world is something else entirely as there are constraints, political, financial, and technical that the ideas we keep locked up in our minds never have to wrestle with. And this distinction is something no theory or book or degree can ever grant you. Conviction, like trust and willingness to take risks, is exceptionally rare. Part of the reason so much of innovation is driven by entrepreneurs and independents is that they are fully committed to their own ideas in ways most working people, including executives, are not.

Lastly, I need to talk about words. I’m a writer and a speaker, so words are my trade. But words are important, and possibly dangerous, for everyone. A fancy word I want to share is the word reification. Reification is the confusion between the word for something and the thing itself. The word innovation is not itself an innovation. Words are cheap. You can put the word innovation on the back of a box, or in an advertisement, or even in the name of your company, but that does not make it so. Words like radical, game-changing, breakthrough, and disruptive are similarly used to suggest something in lieu of actually being it. You can say innovative as many times as you want, but it won’t make you an innovator, nor make inventions, patents or profits magically appear in your hands."
words  innovation  trust  teams  teamwork  leadership  administration  tcsnmy  ideas  howwework  howwelearn  risktaking  culture  conviction  gamechanging  disruption  invention  epiphanies  2010 
may 2013 by robertogreco
Lean Production | Jacobin
"School managers promote teams as empowering for teachers; according to management, they give teachers a say in how their schools are run. In reality, these meetings highlight how little control teachers have over their time and workload at lean schools… In fact, the apparent purpose of teacher teams is to shift administrative workload onto teachers."

"The goal of lean education isn’t teaching or learning; it’s creating lean workplaces where teachers are stretched to their limits so that students can receive the minimum support necessary to produce satisfactory test scores. It is critical for teachers to see this clearly because lean production is indeed “continuous”: in other words, it’s insatiable. The harder teachers work to satisfy the demands of lean managers, the harder we will be pushed, until we break down. There is no end to this process."
leadership  administration  teamleadership  tfa  schoolsasbusiness  business  teamwork  criticalfriends  mikeparker  janeslaughter  michaelbloomberg  wendykopp  valueadded  assessment  charleyrichardson  2012  danieljones  jameswomack  tcsnmy  efficiency  production  schools  teaching  leanproduction  capitalism  publiceducation  taylorism  labor  teachforamerica  from delicious
december 2012 by robertogreco
kung fu grippe • The trick to fostering collective creativity,...
“The trick to fostering collective creativity, Catmull says, is threefold: Place the creative authority for product development firmly in the hands of the project leaders (as opposed to corporate executives); build a culture and processes that encourage people to share their work-in-progress and support one another as peers; and dismantle the natural barriers that divide disciplines.”
administration  management  leadership  tcsnmy  cv  sharing  risktaking  peer-assessment  2008  teamwork  authority  hierarchy  creativity  pixar  from delicious
july 2012 by robertogreco
ZURB – How Design Teamwork Crushes Bureaucracy
"People who can’t communicate w/ each other get stuck making complicated ‘stuff’ to make up for it. Frustration turns into PowerPoints, complicated charts, & lots of meetings…requires layers upon layers of management to keep organized…weighs companies down…creates no direct value to customers. This is why there are so many lame products in the world. There’s not a wireframe or chart or design method that is going to save you if you can’t look your team members in the eye."

"Our teamwork made up for the lack of ‘stuff’ other companies would use because we:

Shared a clear goal that we all understood…Worked physically close to each other & stayed connected by IM and phone when we didn’t…Shared feedback w/ each other & from customers out in the open every day, which builds confidence in arguing & makes new conversations really easy to beginStayed together through thick and thin to build trust in one another"
teamwork  teams  administration  management  tcsnmy  toshare  bureaucracy  organizations  goals  purpose  community  communication  collegiality  feedback  constructivecriticism  argument  arguing  discussion  proximity  powerpoint  irrationalcomplexity  rules  control  missingthepoint  trust  2011  zurb  from delicious
july 2011 by robertogreco
Drive - by Daniel Pink | Derek Sivers
"Your best approach is to have already established the conditions of a genuinely motivating environment. The baseline rewards must be sufficient. That is, the team’s basic compensation must be adequate and fair - particularly compared with people doing similar work for similar organizations. Your nonprofit must be a congenial place to work. And the people on your team must have autonomy, they must have ample opportunity to pursue mastery, and their daily duties must relate to a larger purpose. If these elements are in place, the best strategy is to provide a sense of urgency and significance - and then get out of the talent’s way.

Any extrinsic reward should be unexpected and offered only after the task is complete. Holding out a prize at the beginning of a project - and offering it as a contingency - will inevitably focus people’s attention on obtaining the reward rather than on attacking the problem."

[via: http://gaiwan.tumblr.com/post/7206114293 ]
books  drive  danielpink  motivation  extrinsicmotivation  teams  teamwork  autonomy  nonprofit  urgency  significance  talent  work  management  administration  congeniality  howwework  nonprofits  from delicious
july 2011 by robertogreco
Six Common Misperceptions about Teamwork - J. Richard Hackman - The Conversation - Harvard Business Review [Wish someone I knew could get #1, #2, #3, and #5 straightened out]
"Teamwork and collaboration are critical to mission achievement in any organization that has to respond quickly to changing circumstances. My research in the U.S. intelligence community has not only affirmed that idea but also surfaced a number of mistaken beliefs about teamwork that can sidetrack productive collaboration…

Misperception #1: Harmony helps. Smooth interaction among collaborators avoids time-wasting debates about how best to proceed… [A description of what actually is the case follows each]

Misperception #2: It's good to mix it up. New members bring energy and fresh ideas to a team…

Misperception #3: Bigger is better…

Misperception #4: Face-to-face interaction is passé…

Misperception #5: It all depends on the leader…

Misperception #6: Teamwork is magical."
collaboration  business  management  leadership  administration  tcsnmy  via:steelemaley  culture  teams  work  small  groups  harmony  disagreement  teamwork  consistency  time  meetings  productivity  problemsolving  classideas  lcproject  myths  from delicious
june 2011 by robertogreco
I fucking hate organization charts : peterme.com
"organization charts…are emblematic of how broken standard business practice is. Command-&-control hierarchies are appropriate for Industrial Age mindset that favors control in order to achieve consistency, efficiency, & quantifiability…Departmental silos are no longer practical…

…related to org charts, are job titles…associated w/ set of qualifications & responsibilities, w/ idea that anyone who has that job title can do same activities…interchangeable…any fan knows that [basketball players] w/ same title are far from identical & secret to success is chemistry that emerges from combination of right set of individuals…

If we’re going to get away from bureaucratic thinking that defined Industrial Age, we need to set aside outmoded tools that were created for wholly different needs than what we have now…need to stop assuming that way we were taught is way it always was (& always should be) done, & we need to come up w/ new models & approaches to address our current reality."
petermerholz  bureaucracy  hierarchy  interchangability  quanitifcation  organizations  management  administration  leadership  jobtitles  jobs  work  teams  collaboration  creativity  departmentalsilos  messiness  control  commandandcontrol  unschooling  deschooling  2011  industrialage  business  teamwork  howwework  lcproject  tcsnmy  from delicious
april 2011 by robertogreco
Palomar5 Parallel process collaboration
"We had a phrase at Palomar 5 marked by a grave – “concensus killed my idea”, parallel process collaboration arose from this thinking on how to proceed without concensus. The answer is just to proceed, with people addressing the issues in the manner they think is most
consensus  palomar5  collaboration  tcsnmy  teams  teamwork  autonomy  sharedvalues  parallelprocess  learning  goals  classideas  direction  administration  management 
june 2010 by robertogreco
Corner Office - Mark Pincus - Every Worker Should Be C.E.O. of Something - Interview - NYTimes.com
"So even today when I play in Sunday-morning soccer games, I can literally spot people who’d probably be good managers & good people to hire...One is reliability, sense that they’re not going to let team down...going to hold up their end of bargain. & in soccer, especially if you play 7v7, it’s more about whether you have 7 guys...who can pull their own weight rather than whether you have stars...I’d rather be on team that has no bad people than team w/ stars...certain people who you just know are not going to make a mistake, even if other guy’s faster or whatever. They’re just reliable.
business  empowerment  markpincus  football  entrepreneurship  management  leadership  cv  administration  soccer  sports  cooperation  collaboration  teamwork  tcsnmy  futbol 
may 2010 by robertogreco
Tom Wujec: Build a tower, build a team | Video on TED.com
"Tom Wujec presents some surprisingly deep research into the "marshmallow problem" -- a simple team-building exercise that involves dry spaghetti, one yard of tape and a marshmallow. Who can build the tallest tower with these ingredients? And why does a surprising group always beat the average?"

[via: http://scudmissile.tumblr.com/post/554987122]
building  business  challenge  collaboration  creativity  design  prototyping  ted  teamwork  teams  leadership  management  motivation  inspiration  innovation  process  tcsnmy  learning  problemsolving  iteration  failure  administration  tomwujec  psychology  extrinsicmotivation  intrinsicmotivation  success  incentives 
may 2010 by robertogreco
Rules for Brainstorming - d.school news
"Our bootcamp class got an introduction to the d.school's rules for productive team brainstorms today. These are a time-tested, road-worn recipe for successfully generating ideas with your team. 1. Defer Judgment. Don't block someone else's idea if you don't like it... 2. Go for volume. Getting to 100 ideas is better than 10... 3. One conversation at a time. When different conversations are going on within a team, no one can focus.
d.school  design  brainstorming  creativity  innovation  teamwork  productivity  management  ideas  tips  projects  leadership  administration  tcsnmy 
october 2009 by robertogreco
NPR: Compensation: Trying To Reward Teamwork
"company went through a lot of soul-searching about compensation...recommend Alfie Kohn's Punished by Rewards for our thoughts on compensation...kept running into problems with traditional model of pay tied to performance reviews for all sorts of reasons...that model...only discourages teamwork....pool of money for raises is fixed so the only way to get more money than your coworkers is to make sure they perform worse than you...some people aren't motivated by money & so micromanaging their jobs by dangling financial carrots...only rewards those who are good at playing the system. We opted for a pretty straightforward chart...four pay grades & your pay is based on years of experience. New hires don't necessarily start at zero...lowest pay grade is actually above-market because we even though market would allow us to pay our low-level administrative staff less than we do, we don't feel that's right...most employee's salaries are public information w/in company, because of the chart."
motivation  compensation  alfiekohn  competition  cooperation  collaboration  administration  employment  leadership  management  teamwork  rewards  salaries 
july 2009 by robertogreco

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