l How do we buoy individuals in such a way that they can maintain their sense of self while still interacting effectively? Jorg Strübing reports that a very large part of a software developer's work is centered around "negotiation," hence the need for effective interaction skills:
n Respect the opinions of the other.
n Provide differing opinions in a non-attacking mode.
n Discourage command and control or bullying in interactions for the sake of moving forward (there are other ways to move forward!).
n Be able to reach consensus without any individual feeling that they had to compromise their true sense of what is right.
l Four fundamental cultures of working that is, how teams make decisions and how their managers guide those decisions:
n Command-and-Control The leader is in charge and makes decisions for the team to ensure tight authority and responsibility.
n Competence The team or project relies on the expert capabilities of the few to bring about success for the whole.
n Collaboration Decisions are consensus-driven, and the team works in partnership toward success.
n Cultivating Establishing personal and professional improvement for each team member is paramount
l Command-and-Control: These cultures rely on the ability of the leader to take control, establish a firm grasp on the problem domain, derive a solution through her individual expertise and knowledge, and then direct the team in delivering that solution.
n This is a style that guides the work of "industrial making": highly plan-driven, highly repeatable, low-creativity production work.
n However, this command-and-control culture shreds morale and dilutes the motivation of gifted, creative team members.
l Competence: Competence cultures thrive in a world that values the "best and brightest." Such corporations build their repute and bet their success on their ability to attract and retain those people considered to be the top in their field. As a result, they necessarily prize and reward individual contributions over team accomplishments.
n Unfortunately, building an entire organization based on the competence of a few can be a risky proposition. Competent individuals move on, leaving their groups or companies with the dilemma of having to find equally qualified candidates to replace them. In addition, as problem domains and team sizes grow, these cultures have a hard time absorbing the increased demands of communication and coordination.
l Cultivating: Cultivating cultures tend to create success by encouraging the growth of the employees. They target the health and welfare of each individual and create community by concentrating on personal well-being. By cultivating and motivating individual accomplishment and expression, they believe that the best work will emerge.
n Deadlines or deliverables are not as prized as the information and learning that can emerge as a result of someone's passion about a particular topic or domain.
l The Collaboration Culture: The success of the organization hinges on how teams formulate, organize, decide, and deliver. In such organizations, teamwork is prized, with an emphasis on how individuals share information, process it, and converge on the best thinking. Decisions are either team-driven or manager-driven with team consultation. In addition, consensus plays an important role in creating sustainable agreements about the solutions that emerge through the greater wisdom of the group.
l The Sacred Hoops of Collaborative Leadership：
n Don't let angeror heavy objects thrown from over passes cloud the mind.
n Awareness is everything.
n The power of We is stronger than the power of Me.
l Lessons from military leader for balance command with collaboration:
1. Take command.
2. Lead by example.
3. Listen aggressively.
4. Communicate purpose and meaning.
5. Create a climate of trust.
6. Look for results, not salutes.
7. Take calculated risks.
8. Go beyond standard procedure.
9. Build up your people.
10. Generate unity.
11. Improve your people's quality of life.
l Good to Great Corporate Leaders:
n Level 5 leader is paradoxical blend of personal humility and professional will. They are more like Lincoln and Socrates than Patton or Caesar.
l Characteristics of collaborative leader:
n Goal setting
n Principle of systemic neglect
n Listening
n Language as a leadership strategy
n Values
n Personal Growth
n Withdrawal
n Tolerance of imperfection
n Being your own person
n Acceptance
l Four guidelines for collaborative members:
n Be impeccable with your word.
n Don't take anything personally.
n Don't make assumptions.
n Always do your best.