Download Collaborative Intelligence: Using Teams to Solve Hard by J. Richard Hackman PDF
By J. Richard Hackman
Intelligence execs are quite often considered as solo operators. yet nowadays intelligence paintings is generally approximately collaboration. Interdisciplinary or even inter-organizational groups are essential to remedy the relatively difficult difficulties intelligence execs face. Tragically, those groups frequently devolve into wheel-spinning, contentious assemblies that get not anything done. Or contributors may well disengage from a staff in the event that they locate its paintings troublesome, trivial, or a waste in their time. Even groups with a spirit of camaraderie could take activities which are flat-out wrong.
But there's additionally excellent news. This publication attracts on contemporary examine findings in addition to Harvard Professor Richard Hackman’s personal adventure as an intelligence group researcher and consultant to teach how leaders can create an atmosphere the place teamwork flourishes. Hackman identifies six permitting stipulations – reminiscent of setting up transparent norms of behavior and delivering well-timed crew training – that bring up the chance that groups can be potent in any surroundings or form of organization.. even supposing written explicitly for intelligence, safeguard, predicament administration, and legislation enforcement pros it is going to even be worthy for bettering staff good fortune in all types of management, administration, carrier, and construction groups in company, executive, and nonprofit enterprises.
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Extra info for Collaborative Intelligence: Using Teams to Solve Hard Problems
3. The group experience, on balance, contributes positively to the learning and professional development of individual team members. One team we studied needed to draw upon state-of-the-art knowledge about certain aspects of information technology to accomplish its tasks. Members reported that working with other members was akin to attending a continuing seminar on cutting-edge developments in computer science. By contrast, members of another group spent the majority of their time monitoring systems for signs of possible trouble—essentially staring at screens that rarely showed anything amiss.
As is evident from these questions, any robust assessment of team effectiveness must attend simultaneously to several different types of outcomes. And, no way around it, assessing how well a team performed always involves value judgments, whether or not they are explicitly stated. This chapter ﬁrst identiﬁes the values that my colleagues and I use to assess the effectiveness of the teams that participate in our 36 You Can’t Make a Team Be Great 37 research, including intelligence community teams we have studied.
Stereotypes, whether explicitly stated or kept to oneself, really can be that powerful in compromising the utilization of team member resources. 8 It has sometimes been suggested that conﬂict among team members about task-related matters is valuable because it stimulates creativity. 9 So there is real reason to be concerned about conﬂictriddled groups, especially when those conﬂicts stem from intergroup stereotypes. The good news is that social science has identiﬁed what it takes to 18 TEAMS IN INTELLIGENCE get beyond intergroup stereotypes.