Sublime

Leaders of Great Groups find the right niche for each excellent contributor.

This program is designed to help organizations get moving again—to reverse negativity and powerlessness—if they have fallen into that state, or to help good ones get even better. It is comprised of five components. Create Connections Regain Control Take Note of the Three P’s Add Structure and Accountability Take the Right Kind of Action

the reason that a leader’s boundaries work is that they actually make it possible for people’s brains to function as they were designed.

Members of Great Groups also need relative autonomy, a sine qua non of creativity. No Great Group was ever micromanaged.

But, contrary to libertarian rhetoric, we are not monads. From birth until death, our ability to reach our goals, even to survive, is tightly linked to our social interactions with others in our society.

As a leader, this should leave you with the following questions about your own organization and social circuitry: In performance, are difficulties, glitches, deviations, and departures called out once seen, swarmed to be contained (stabilized), and solved? And are the lessons learned shared and otherwise systematized for future use?

By defining expertise, the scientists had subtly altered the group dynamics of the decision: instead of looking for the common ground of shared knowledge, the participants were empowered to share their unique perspective on the choice.