Sublime

In our experiences in organizations large and small, having the trifecta of smart people, a trusting culture, and a guiding framework can amplify results significantly. What is common in high-performance teams is that they are cross-functional, collocated, and autonomous.

Goldman Sachs: “You learn from day one around here that we gang-tackle problems. If your ego won’t permit that, you won’t be effective here.”2

hindsight, I would have started with our leadership team of five.

Gerber’s three roles in a business: the entrepreneur’s job is to create the process, the manager’s job is to assure the process is used, and the technician’s job is to follow the process and use it.

This question eventually led O’Brien to Chris Argyris, whose writings resonated with Hanover’s managers’ experience. Argyris’s “action science,” offered theory and method for examining “the reasoning that underlies our actions.”9 Teams and organizations trap themselves, he says, in “defensive routines” that insulate our mental models from examinati

All Great Groups share information effectively. Many of the leaders we have looked at were brilliant at ensuring that all members of the group had the information they needed. Bob Taylors weekly meeting at PARC was a simple, efficient mechanism for sharing data and ideas.