Index
A
- About Face (Cooper), Expertise and Experience Dominate the Solution Space
- accountability (RACI model), RACI Models for Stakeholders and Supporters
- acting out scenarios, What About When Constraints Are Real?
- Adobe, transparency at, Transparency Supports Collaboration at Scale
- advisor (RACI model), RACI Models for Stakeholders and Supporters
- Agile for Everybody (LeMay), We Start with Unclear Objectives and Structures, Working with Virtual Spaces, Manage Tension with a “Disagree and Commit” Approach, Share Early and Often
- alignment with stakeholders, Choose the Right Problem and Moment, Getting Alignment
- The Alliance: Managing Talent in the Networked Age (Hoffman et al.), Trust Comes from Experience
- Amazon, whitepaper approach to objectives, Use the “Whitepaper Approach”
- ambiguity, facing, Choose the Right Problem and Moment, Facing Ambiguity
- anchor tenant, So what can I do?
- Apple iPod, So what can I do?
- Arango, Jorge, Working with Physical Space
- assumptions, Know What You Are Listening For
- audience
- authority
B
- behavioral differences, understanding, Enlisting Everyone Brings Up Cultural Differences
- Benioff, Marc, Enlist Everyone to Boost Engagement
- Bezos, Jeff, Use the “Whitepaper Approach”
- bias, learning to get past, Know What You Are Listening For
- blame, assigning for failure, Protect Trust When Things Go Wrong
- Blitzscaling (Hoffman and Yeh), Engaging Employees
- Borek, Thorsten, Dealing with Difficult People in Teams, So what can I do?
- brainstorming, Critics, Mistrust Within the Team
- Brin, Sergey, What Gets in the Way of Good Collaboration?
- Brown, Dan, Make Tension Productive, Manage Tension by Trading Perspectives
- Build Better Products (Rutter), What’s Collaboration? And What Isn’t?
- Building Products for the Enterprise: Product Management in Enterprise Software (Reeves and Gaines), Enlist Everyone to Reduce Risks, Leading Teams Toward Trust, Transparency Supports Collaboration at Scale
C
- cadence and pace (in stories), The Shape of Stories
- challenges
- characters (in stories), What a Character!
- Chekhov’s gun, The Shape of Stories
- Chi, Tom, What Gets in the Way of Good Collaboration?, Working with Physical Space
- Chin, Jimmy, Enable Trust and Respect, Try It, You’ll Like It, Tell the Story
- Cho, Vanessa, Virtual Spaces Aren’t Just for Distributed Teams, Timeboxing Over Deadlines, Manage Tension by Trading Perspectives
- climax (in stories), Elements of Storytelling
- close collaborators, Levels of Contribution
- co-creation, What’s Collaboration? And What Isn’t?
- collaboration
- about, What’s Collaboration? And What Isn’t?
- becoming a master of, Conclusion
- engaging employees, Engaging Employees
- facing ambiguity, Facing Ambiguity
- getting alignment with stakeholders, Getting Alignment
- helping teams avoid and overcome obstacles, How to Help Teams Avoid and Overcome Obstacles
- issues addressed by, Choose the Right Problem and Moment
- obstacles to, What Gets in the Way of Good Collaboration?, Ineffective Communication Causes Conflict
- taming complexity, Taming Complexity
- collaboration fatigue, Fidelity Matters
- collaboration theatre, What Gets in the Way of Good Collaboration?
- collaborators, Roles for Close Collaborators
- commander's intent, Be Descriptive, Not Prescriptive
- communication
- comparing and contrasting ideas or archetypes, Manage Tension by Framing the Argument
- complexity
- complications vs. risks, mapping out, Plan to Experiment and Reduce Risks
- conceits and metaphors (in stories), The Shape of Stories
- conflict
- Connor, Adam, Democratize Discussion, Not Decisions, The Big Reveal Belly-Flop
- consequences
- connecting to experiments and launches, Plan to Experiment and Reduce Risks
- in determination of timeframes, How Many Cycles Do I Need?
- managing, example plans for, Example Plans to Manage Risks and Consequences-High Risk, High Consequences
- high risk, high consequences, High Risk, High Consequences
- high risk, low consequences, High Risk, Low Consequences
- low risk, high consequences, Low Risk, High Consequences
- low risk, low consequences, Low Risk, Low Consequences
- unclear, when setting objectives, Consequences Not Clear
- constraints
- consulted (or contributors) in RACI models, RACI Models for Stakeholders and Supporters
- contribution, levels of, Levels of Contribution
- contributors
- convergent and divergent thinking, How Ideas Develop
- Cooper, Alan, Expertise and Experience Dominate the Solution Space, Working Backward, Thinking Laterally
- cooperation, What’s Collaboration? And What Isn’t?
- critics, Critics
- critique, Democratize Discussion, Not Decisions
- culture
- The Culture Map (Meyer), So what can I do?
- cycles
D
- DACI model, RACI Models for Stakeholders and Supporters
- data-driven optimization, Working Backward, Thinking Laterally
- de Bono, Edward, Working Backward, Thinking Laterally, Democratize Discussion, Not Decisions
- deadlines, Working Against a Fixed Deadline, Ground Objectives in Solving Real-World Problems
- decision making, Make Sound Decisions-Key Takeaways
- defensiveness (about feedback), Don’t Get Defensive
- delivery (in storytelling), The Shape of Stories
- demos, Be Transparent in Multiple Modes
- descriptive, not prescriptive objectives, Be Descriptive, Not Prescriptive, So what can I do?
- The Design of Business (Martin), Working Backward, Thinking Laterally
- Designing Together (Brown), Make Tension Productive
- difficult people, dealing with in teams, Dealing with Difficult People in Teams
- disagree and commit approach, Protect Trust When Things Go Wrong, Manage Tension with a “Disagree and Commit” Approach, So what can I do?
- disagreement, Enlisting Everyone Brings Up Cultural Differences, Try It, You’ll Like It, Protect Trust When Things Go Wrong
- Discussing Design (Connor and Irizarry), Democratize Discussion, Not Decisions, The Big Reveal Belly-Flop
- divergent and convergent thinking, How Ideas Develop
- diversity, Enlisting Everyone Brings Up Cultural Differences
- “Do Schools Kill Creativity?” (TED talk), The Shape of Stories
- Doritos, Enlist Everyone to Reduce Risks
- Dörner, Dietrich, Share Especially in Challenging Situations
- drivers, The Driver(s)
G
- Gaines, Benjamin, Enlist Everyone to Reduce Risks, Leading Teams Toward Trust
- Gladwell, Malcolm, Enlisting Everyone Brings Up Cultural Differences
- goals, Set Clear and Urgent Objectives
- Google
- Google Glass, What Gets in the Way of Good Collaboration?
- Google Hire, Ground Objectives in Solving Real-World Problems
- Google Ventures, Virtual Spaces Aren’t Just for Distributed Teams
- groupthink, The Popularity Contest
- guess-a-thons, What Gets in the Way of Good Collaboration?
- guessing
H
- Hall, Erika, Know What You Are Listening For
- Harrell, Cyd, Cross Cultures, Don’t Overthrow Them
- Haven, Kendall, Why Stories Are So Powerful, The Shape of Stories
- hierarchy
- Hoffman, Reid, Engaging Employees, Trust Comes from Experience
- Hofstede, Geert, Enlisting Everyone Brings Up Cultural Differences
- hours, core, Enlisting Everyone Brings Up Cultural Differences
I
- ideas
- exploration of, troubleshooting, Troubleshooting Idea Exploration-So what can I do?
- exploring, Explore Many Possibilities
- (see also exploring many possibilities)
- how they develop, How Ideas Develop
- making sense of and deciding what to pursue, Helping Teams Make Sense of Ideas and Decide What to Pursue-We Want What We Can Imagine
- new, generating by borrowing from old ones, What About When Constraints Are Real?
- refining or generating alternatives to, The Path to Great Isn’t Straight
- sharing, Conclusion
- (see also finding out what others think)
- testing, Conclusion
- troubleshooting idea exploration
- working backward from, The Path to Great Isn’t Straight
- imagination
- inciting incident (in stories), Elements of Storytelling
- inclusiveness, Enlist Everyone-Key Takeaways
- indecisives, Dealing with Difficult People in Teams
- independence and individualism, The Environment Favors Independence and Individualism
- informed (RACI model), RACI Models for Stakeholders and Supporters
- interruptions, team members' feelings about, Enlisting Everyone Brings Up Cultural Differences
- introverts, Dealing with Difficult People in Teams
- invisible ROI from collaboration, We Start with Unclear Objectives and Structures
- iPhone demo, Laddering
- Irizarry, Aaron, Democratize Discussion, Not Decisions, The Big Reveal Belly-Flop
J
- Jennings, Chad, Democratize Discussion, Not Decisions, Manage Tension with a “Disagree and Commit” Approach, So what can I do?
- Jobs, Steve, The Shape of Stories, The Shape of Stories, Laddering
- Johnson, Katherine, Don’t Fear Failure
- Jorgenson, Mikael, The Path to Great Isn’t Straight
- juking the stats, Juking the Stats
- Just Enough Research (Hall), Know What You Are Listening For
K
- Kalbach, Jim, Conclusion
- key performance indicators (KPIs), So what can I do?, Success Criteria Aren’t Helping
- key results and objectives, Developing Good Objectives
- Khoury, Sara Ortloff, Ground Objectives in Solving Real-World Problems
- Knapp, Jake, The Driver(s), So what can I do?
- know-it-alls, Dealing with Difficult People in Teams
- knowledge
- Korean Air, Enlisting Everyone Brings Up Cultural Differences
L
- laddering, Laddering
- language proficiency, RACI Models for Stakeholders and Supporters
- lateral thinking, Working Backward, Thinking Laterally
- launches
- leaders
- leading the witness, Leading the Witness
- learning
- LeMay, Matt, We Start with Unclear Objectives and Structures, Working with Virtual Spaces, Manage Tension with a “Disagree and Commit” Approach, So what can I do?, Share Early and Often
- Lencioni, Patrick, Manage Tension with a “Disagree and Commit” Approach
- LinkedIn, Engaging Employees, Trust Comes from Experience
- The Logic of Failure (Dörner), Share Especially in Challenging Situations
- Lovejoy, Josh, Ineffective Communication Causes Conflict
M
- Maeda, John, Working with Virtual Spaces
- magic, wiping away constraints with, So what can I do?
- Malik Danielle, The Shape of Stories
- Mapping Experiences (Kalbach), Conclusion
- Martin, Roger L., Working Backward, Thinking Laterally
- mechanics of stories, The Shape of Stories
- meetings
- Merchant, Nilofer, Leading Teams Toward Trust
- Meru (movie), Enable Trust and Respect, Tell the Story
- metaphors, The Shape of Stories
- metrics
- Meyer, Erin, Cross Cultures, Don’t Overthrow Them, So what can I do?
- Meyer, Marissa, What About When Constraints Are Real?
- micromanagement from superiors, Micromanaging from Above
- milestones, So what can I do?
- mistrust within a team, Mistrust Within the Team
- museum tour approach, So what can I do?
O
- objectives, Set Clear and Urgent Objectives-Key Takeaways, Know What You Are Listening For
- creating, approaches and techniques, Derive Objectives from a Problem-Use the “Whitepaper Approach”
- developing good objectives, Developing Good Objectives-Ground Objectives in Solving Real-World Problems
- keeping visible and revisiting periodically, Keep Objectives Visible, and Revisit Them Periodically
- learning as objective, When Learning Is the Objective
- setting (or resetting) at start of every cycle, Set Clear and Urgent Objectives
- setting, troubleshooting issues with, Troubleshooting Objective Setting-So what can I do?
- sharing, “More Is Less” Communication
- unclear, starting with, We Start with Unclear Objectives and Structures
- working backward from, Working Backward, Thinking Laterally
- Ogbu, Liz, The Shape of Stories
- OKRs (objectives and key results), Developing Good Objectives, So what can I do?
- onlookers, Levels of Contribution
- open office plans, The Environment Favors Independence and Individualism, Make Space, Too Much Togetherness
- optimizing vs. satisficing, Satisficing Versus Optimizing
- Outliers (Gladwell), Enlisting Everyone Brings Up Cultural Differences
P
- pace (in stories), The Shape of Stories
- Pair Design (Noessel), Roles for Close Collaborators
- pairing, Roles for Close Collaborators
- perspectives, trading, Manage Tension by Trading Perspectives, So what can I do?, Conclusion
- physical spaces, Working with Physical Space
- planning, Make a Plan-Key Takeaways
- determining number of cycles needed, How Many Cycles Do I Need?-How Many Cycles Do I Need?
- example plans to manage risks and consequences, Example Plans to Manage Risks and Consequences-High Risk, High Consequences
- high risk, low consequences, High Risk, Low Consequences
- low risk, high consequences, Low Risk, High Consequences, High Risk, High Consequences
- low risk, low consequences, Low Risk, Low Consequences
- how ideas develop, How Ideas Develop
- planning to experiment and reduce risks, Plan to Experiment and Reduce Risks
- sharing of work, Know What You Are Listening For
- sharing plans to set expectations, Share Plans to Set Expectations
- tools to help plan your effort and understand complexity, Plan to Experiment and Reduce Risks
- troubleshooting issues with, Troubleshooting Planning-So what can I do?
- using timeboxing instead of deadlines, Timeboxing Over Deadlines
- Plous, Scott, We Want the Best
- point of view/verb tense (in stories), The Shape of Stories
- popularity contests, The Popularity Contest
- power
- Power Distnce Index, Enlisting Everyone Brings Up Cultural Differences
- The Power of Onlyness: Make Your Wild Ideas Mighty Enough to Dent the World (Merchant), Leading Teams Toward Trust
- prescriptive objectives, avoiding, Be Descriptive, Not Prescriptive, Overly Prescriptive Direction
- progress, tracking, Share Plans to Set Expectations
- protagonist (in stories), What a Character!
- prototyping, Fidelity Matters
- The Psychology of Judgment and Decision Making (Plous), We Want the Best
R
- RACI models, RACI Models for Stakeholders and Supporters
- Radical Focus (Wodtke), Developing Good Objectives, Tell the Story
- real estate tours of the solution, Conclusion
- real-world problems, solving, Ground Objectives in Solving Real-World Problems
- recaps of work, emailing, Be Transparent in Multiple Modes
- Reeves, Blair, Enlist Everyone to Reduce Risks, Leading Teams Toward Trust, Transparency Supports Collaboration at Scale
- remote work, Working with Virtual Spaces
- resistance-driven people, Dealing with Difficult People in Teams
- resolution (in stories), Elements of Storytelling
- respect, Enable Trust and Respect
- responsible (RACI), RACI Models for Stakeholders and Supporters
- responsible, accountable, consulted, informed (see RACI models)
- retroactive continuity (retconning), Note-Taking Supports Storytelling
- reversal and foreshadowing (in stories), The Shape of Stories
- risks
- complications vs. risks, mapping out, Plan to Experiment and Reduce Risks
- connecting to experiments and launches, Plan to Experiment and Reduce Risks
- in determination of timeframes, How Many Cycles Do I Need?
- managing, example plans for, Example Plans to Manage Risks and Consequences-High Risk, High Consequences
- high risk, high consequences, High Risk, High Consequences
- high risk, low consequences, High Risk, Low Consequences
- low risk, high consequences, Low Risk, High Consequences
- low risk, low consequences, Low Risk, Low Consequences
- reducing by enlisting everyone, Enlist Everyone to Reduce Risks
- valuing certainty over risk, We Want the Best
- Robinson, Ken, The Shape of Stories
- roles, Give Everyone a Role-Key Takeaways
- Rosenberg, John, Have a Sense of Urgency, When Learning Is the Objective
- Rutter, Kate, What’s Collaboration? And What Isn’t?
S
- Sachlichkeit, Make Tension Productive
- safety-driven people, Dealing with Difficult People in Teams
- sales pitches, avoiding, So what can I do?
- Salesforce, Enlist Everyone to Boost Engagement
- sample size, Be Disciplined About Gathering Feedback
- satisficing vs. optimizing, Satisficing Versus Optimizing
- school classroom projects to teach collaboration, Make a Plan
- setting/place (in stories), The Shape of Stories
- sharing
- Simpkins, John, Communicate Transparently
- Sippey, Michael, Set Clear and Urgent Objectives, Use the “Whitepaper Approach”
- space, Make Space
- Sprint (Knapp), The Driver(s), So what can I do?
- sprints, High Risk, High Consequences
- stakeholder alignment, Choose the Right Problem and Moment
- stakeholders
- status reporting, “More Is Less” Communication
- Story Proof: The Science Behind the Startling Power of Story (Haven), Why Stories Are So Powerful
- storytelling, Tell the Story-Key Takeaways
- structure, providing for teams, We Start with Unclear Objectives and Structures
- struggle or failure (in stories), Elements of Storytelling, The Shape of Stories, No Struggle to the Story
- success
- success criteria
- suspense (“oh shit!” moment), The “Oh Shit!” Moment
- swoop and poop, The Swoop and Poop-So what can I do?
T
- team member spread too thin, managing, Managing Someone Who Is Spread Too Thin
- tense (in stories), The Shape of Stories
- tension, Make Tension Productive
- thinking
- Thinking Hats framework, Democratize Discussion, Not Decisions
- timeboxing, Timeboxing Over Deadlines
- timeframes, examples for efforts of different complexities, How Many Cycles Do I Need?
- togetherness, overdoing, Too Much Togetherness
- Torsten, Borek, So what can I do?
- transparency (see communication)
- traveling salesman, So what can I do?
- trough of despair, The Trough of Despair
- trust, Enable Trust and Respect-Key Takeaways
V
- Vasarhelyi, Elizabeth Chai, Enable Trust and Respect, Try It, You’ll Like It, Tell the Story
- videos of demos, posting, Be Transparent in Multiple Modes
- Villarreal, Alberto, Trust Comes from Experience
- virtual spaces, Working with Virtual Spaces
- voting blindly (on ideas), So what can I do?
- vulnerability, building trust through, Building Trust Through Vulnerability
W
- “When Ideas Have Sex” (Ridley), Taming Complexity
- whitepaper approach to creating objectives, Use the “Whitepaper Approach”
- “Why I’m an architect that designs for social impact” (TED talk), The Shape of Stories
- wikis, sharing work on, Be Transparent in Multiple Modes
- Wilco (band), The Path to Great Isn’t Straight
- Wiley, Jon, What About When Constraints Are Real?
- Wodtke, Christina, Give Everyone a Role, Developing Good Objectives, Tell the Story, The Shape of Stories, Conclusion
- workarounds, So what can I do?
- working backward, Working Backward, Thinking Laterally
- “Working with Story” (Wodtke), The Shape of Stories
- Ws (who, what, when, where, and why), Be Descriptive, Not Prescriptive
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