A
Accountability: accepting, for deliverables,12–13;
definition of, 9;
distinguishing between, and responsibility, 9–14
Agreements, broken: calling others on, 123–126;
Agreements, two rules about, 116
Anger, 38
Ashley, Susan Ingraham, 24
Authority: and metaphors of organization, 19–20;
Avery, Christopher, 66
Axelrod, Robert, 74
B
Baa Baa Black Sheep (television show), 89
Bad News Bears (movie), 89
Behavioral ground rules, establishing, 16–17
Being Powerful in Any Team, 148, 182
Between the Lines Strategic Communications, 66
Blame, 38. See also Judgements
Boulding, Kenneth, 65
Brevig, Eric, 78
Build the Life You Want, Create the Work You Love (Sinetar), 53
Building, Kenneth, 164
C
Chicago Tribune, 152
Chrysler Corporation, 105
See also Collaboration
and alignment of individual outcomes with group outcomes, 89–91;
and common enemy strategies, 104–107;
and relational exchange, 162–164;
shared direction and energy in, 93–96
Collaborative mindset: competition versus cooperation in, 149–152;
diversity as functional challenge in, 146–149;
and expansion of life games, 141–143;
intentional and reactive relationship outcomes in, 152–156;
relativity theory for, 144–146;
and valuing both task and people performing task, 156–159
Collective task, focus on, 14–15
Commitment: versus recommitment, 136–138;
Common enemy strategies, 104–107
Communication, response as, 180
Compassionate revelation, 71–73, 122–123
Competere (Latin), 150
Competition, versus cooperation, 149–151, 153. See also Collaborative mindset
Conflict: anticipating, 17–18;
appreciating, in partnerships, 68–70
Consensus: in collaboration, 98–101;
and high-velocity decision-making, 101–104;
and team relationships, 33
Constructive criticism, feedback versus, 71–73. See also Compassionate revelation
Contribution, in collaboration, 43–45
Cooperation, competition versus, 149–151, 153. See also Collaborative mindset
D
de Bono, Edward, 147
Desk Top Manufacturing Corporation (DTM), 66, 158
Diligent team orientation, 95–96
Direction, shared, 93–96. See also Collaboration
Dirty Dozen (movie), 89
Disagreement, in partnerships, 56
Diversity, 18–19, 146–149. See alsoCollaborative mindset
Dobbs, Lou, 170
DoubleClick, Inc., 91
DTM Corporation. See Desk Top Manufacturing Corporation
E
Ebert, Roger, 152
Emeril’s restaurant, 80
Energy, shared, 93–96. See also Collaboration
Exchange, relational, 160, 162–164. See also Collaboration: keys to
Excuse mentality, responsibility mentality versus, 40–41
Executive Coach (consulting company), 114–115
Expansion: and expansive goals, 165–167;
as key to collaboration, 160;
power of, 141–143. See also Collaborative mindset
F
Feedback, versus constructive criticism, 71–73
Ford Motor Company, 31–32, 105, 116–117
Fuller, R. Buckminster, 60, 143, 168, 169, 177
Furlong, Mary, 128
G
Galvanek, Jeannette, 68
Game theory, 74
Gately, Dan, 66
General Motors Corporation (GM), 105
Gifts: as contributions to new relationship, 43–45;
GM. See General Motors Corporation
Goals, setting, 17–18. See also Purpose, group
H
Hampton, Ed, 164
Harvard University, 34
Hiefetz, Ronald, 34
Hierarchies: compatibility of, with teams, 6–7;
Houston Cellular Telephone Company, 24, 70, 107
Human Code Corporation, 39–40, 139–141
Humor, 38
I
IBM, 50
Individuals: alignment of outcomes of, with group outcomes, 89–91;
honoring differences in, 18–19, 146–149;
and teamwork as individual skill, 23–53
Integrity, 73–76, 160, 167–170. See also Collaboration, keys to
Interests: communication of, 57–59;
protecting, of other people, 62–64;
and use of self-interests, 90, 178
J
Japan, 105;
and Japanese management techniques, 20;
and Japanese value system, 90
Jordan, Michael, 69
Juhantila, Olli-Pekka, 57, 146
K
Kennedy, John F., 166
Knowling, Robert, 64
Kocurek, Neal W., 173
Kogan, Rick, 152
L
Landmark Graphics Corporation, 109–110, 111–112
Leadership Education Project (Harvard University), 34
Leavett, Harold J., 47
Lessons From the Top (Nef), 59
Lucas Digital Ltd., LLC, 78
M
Metaphors, organizational, 19–22
Mighty Ducks (movie), 89
Millard, Wenda Harris, 91
Missing hero, theory of, 46
Motorola Corporation, 20, 31–32
Multimedia Gulch, 128
N
Nef, Thomas, 59
New York Yankees baseball team, 87
NowDocs.com, Inc., 84
O
Organization, metaphors of, 19–20
Organizational structure, tall versus flat, 6
Othello (Shakespeare), 168
Outcomes: alignment of individual with group, 89–91;
intentional and reactive relationship, 152–153
P
Partnerships: appreciation of conflict in, 58–70;
and celebrating successes of other people, 59–61;
compassionate revelation in, 71–73;
and mindfulness of teammate interests, 62–64;
Partnerwerks, 66, 134–136, 148, 182
Peters, Tom, 15
Power: clarity as source of, 85–87;
with, versus power over, 14
Productivity, on high performance team, 18
Project focus (Peters), 15. See also Task Provocability, 34–37
Purpose, group: and cohesion through affinity to shared task, 89–91;
and management of direction and energy, 93–96;
and performance to level of least-invested member, 96–98;
reorientation process for, 107–110;
and risks of common enemy strategies, 104–107;
and tapping into existing motivation, 91–93
Q
Quatere (Latin), 144
R
Radian International LLC, 173
Radius Restaurant, 161
Relationships: integration and expansion in, 170–173;
intentional and reactive outcomes for, 152–156;
new, as avenues of contribution, 43–45;
spectrum of possible value orientations for, 154
Relativity, 144–146. See also Collaborative mindset
Reorientation process, 107–110. See also Purpose, group
Research Triangle Park, North Carolina, 50
Response-ability: as key to personal power and growth, 30–32;
Responsibility: definition of, 10;
distinguishing between accountability and, 9–14;
taking, for relationships, 12–13;
total, 28;
Responsibility chart, 10–11, 180
Responsibility mentality, excuse mentality iversus, 40–41
Robin, Andy, 119
Roman Army, 20
Roman Catholic Church, 20
S
Salo, Finland, 57
Sapient Corporation, 141
Schlow, Michael, 161
SEI. See Software Engineering Institute Corporation
Servant leadership, 60
Shakespeare, William, 168
Share Our Strength Charity Fund, 93
Shore, Bill, 93
Sinetar, Marsha, 53
Siskel, Gene, 152
Skill-fit, managing, 87
Smith, Larry, 101
Social approval, 35
Social exchange theorists, 160
Software Engineering Institute Corporation, 130
South Carolina, 129
Southwest Airlines, 27, 129–130
Stanford University, Graduate School of Business, 47
T
Talent Alliance, 68
Task: cohesion through affinity to shared, 89–91;
as project focus, 15;
Team orientation process, 93–96
Teambuilding: common myths about, 20–22;
definition of, 14;
Teams: compatibility of, with hierarchies, 6–7;
and focus on collective task, 14–15;
myths about, 25;
TeamWisdom: and being provocable, 34–37;
and clearing judgements, 37–40;
and conflict, 34;
demonstration of, 176;
five-step action plan for, 177–180;
and mastery of intentions, 48–50;
and new relationships as avenues of contribution, 43–45;
and synergy, 4;
and total responsibility, 29–30;
and upset as opportunity to learn, 40–42
TeamWisdom Tips, 139
Teamwork: as individual event, 27–30;
and total responsibility, 28
Technology Futures, 148
Tit-for-tat strategy: in collaboration, 73–74;
and provocablilty, 35
Total responsibility, 28
Trust: and ability to respond, 113–115;
and acknowledgement of relationship mistakes, 128–130;
and broken agreements, 123–126;
and effective apologizing, 130–132;
formula for building, 115–117;
and provo-cability, 35;
talking about violations of, 119–123
Turner, Chris, 132
U
United States Air Force, 164
United States Army, 164
United States employment laws, 146
University of Texas, Austin, 20
Upset, as opportunity to learn, 40–41
U.S. Interactive, 101
U.S. West, 64
“Us-versus-them” strategies, 104–105
V
Value orientations, 154
Vantis Corporation, 119
W
Walker, Meri, 66
Wells Fargo & Company, 42
Whole Foods Market, Inc., 76, 98
X
Xerox Business Services, 132