Index

A

Accountability: accepting, for deliverables,12–13;

definition of, 9;

distinguishing between, and responsibility, 9–14

Agreements, broken: calling others on, 123–126;

cleaning up, 126–128

Agreements, two rules about, 116

Anger, 38

Ashley, Susan Ingraham, 24

Austin, Texas, 114–115

Authority: and metaphors of organization, 19–20;

responsibility without, 13–14

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

Bennis, Warren, 68–69

Between the Lines Strategic Communications, 66

Blame, 38. See also Judgements

Boulding, Kenneth, 65

Breakthroughs, 17–18

Brevig, Eric, 78

Browning, Larry, 148–149

Build the Life You Want, Create the Work You Love (Sinetar), 53

Building, Kenneth, 164

C

Chain of command, 19–20

Chicago Tribune, 152

Chrysler Corporation, 105

Clarity, shared, 85–87.

See also Collaboration

Closure, 78–81

Cohesion, 89–91

Collaboration, 43–45;

and alignment of individual outcomes with group outcomes, 89–91;

and commitment, 87–89;

and common enemy strategies, 104–107;

and consensus, 98–104;

and expansion, 165–167;

and motivation, 91–93;

and relational exchange, 162–164;

and shared clarity, 85–87;

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;

versus skill, 87–89

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

Confidence, 94, 115

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

Consent, 32–34

Constructive criticism, feedback versus, 71–73. See also Compassionate revelation

Contribution, in collaboration, 43–45

Cook, John, 134–136

Cooperation, competition versus, 149–151, 153. See also Collaborative mindset

Cultural ooze, 5–6

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

Farris, Nelson, 137–138

Feedback, versus constructive criticism, 71–73

Flat structure, 6–7

Ford Motor Company, 31–32, 105, 116–117

France, Debra, 148–149

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

Gibson, John W., 111–112

Gifts: as contributions to new relationship, 43–45;

and efficient gifts, 64–66;

and present heroes, 45–47

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;

forming teams in, 7–9;

understanding, 5–9

Houston Cellular Telephone Company, 24, 70, 107

Human Code Corporation, 39–40, 139–141

Humor, 38

I

IBM, 50

Ibsen, Thor, 116–117

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

Intentions, mastery of, 48–50

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

Jitahidi, Joia, 114–115

Johnson, Gary, 31–32

Jordan, Michael, 69

Judgements, 37–40

Juhantila, Olli-Pekka, 57, 146

K

Kelleher, Herb, 27, 129–130

Kennedy, John F., 166

Knowling, Robert, 64

Kocurek, Neal W., 173

Kogan, Rick, 152

Kovalevich, Don, 70, 107

L

Lagasse, Emeril, 80–81

Landmark Graphics Corporation, 109–110, 111–112

Lateral thinking, 94, 147

Leadership Education Project (Harvard University), 34

Leavett, Harold J., 47

Lessons From the Top (Nef), 59

Listening, 69, 120–121

Lucas Digital Ltd., LLC, 78

M

Mackey, John, 76, 98

Metaphors, organizational, 19–22

Mighty Ducks (movie), 89

Millard, Wenda Harris, 91

Mind, habits of, 9–14

Missing hero, theory of, 46

Motivation, 91–93

Motorola Corporation, 20, 31–32

Multimedia Gulch, 128

N

Nef, Thomas, 59

New York Yankees baseball team, 87

Nike, Inc., 137–138

Nokia Mobile Phones, 57, 146

NowDocs.com, Inc., 84

O

O’Connor, Kevin, 89–91

Organization, metaphors of, 19–20

Organizational structure, tall versus flat, 6

Oswald, Michael S., 83–84

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;

closure for,78 –81;

compassionate revelation in, 71–73;

disagreement in, 55–57;

efficient gifts in, 64–66;

ending, 76–78;

and helpfulness, 59–61;

integrity in, 73–76;

and mindfulness of teammate interests, 62–64;

and motivation, 57–59

Partnerwerks, 66, 134–136, 148, 182

Perry, Ed, 39–40, 141

Peters, Tom, 15

Power: clarity as source of, 85–87;

with, versus power over, 14

Present heroes, 45–47

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 commitment, 87–89;

and consensus, 98–104;

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;

shared clarity about, 85–87;

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;

integrity in, 167–170;

intentional and reactive outcomes for, 152–156;

new, as avenues of contribution, 43–45;

reorientation of, 107–110;

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;

and trust, 113–115

Responsibility: definition of, 10;

distinguishing between accountability and, 9–14;

and level of trust, 113–115;

taking, for relationships, 12–13;

total, 28;

without authority, 13–14

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

Self-interest, 89–91, 93, 178

SEMATECH, 83–84, 105

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

Stevens Aviation, 129–130

Synergy, 17–18;

in TeamWisdom, 4–5

T

Talent Alliance, 68

Tall structure, 6–7

Task: cohesion through affinity to shared, 89–91;

and collective task, 14–15;

as project focus, 15;

as reason for team, 13–14

Team orientation process, 93–96

Team player, 3–4, 33

Teambuilding: common myths about, 20–22;

definition of, 14;

overview of, 1–3

Teams: compatibility of, with hierarchies, 6–7;

and focus on collective task, 14–15;

forming, in hierarchies, 7–9;

myths about, 25;

task as reason for, 13–14;

understanding, 5–9

TeamWisdom: and being provocable, 34–37;

and clearing judgements, 37–40;

and conflict, 34;

and consent, 32–34;

definition of, 3–5, 25–26;

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 present hero, 45–47;

and purpose, 51–52;

and response-ability, 31–32;

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;

extent of, 117–119;

formula for building, 115–117;

and making amends, 132–136;

and provo-cability, 35;

and recommitment, 136–138;

role model for, 114–115;

talking about violations of, 119–123

Trust efficiencies, 158–159

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