Build the culture of Trust, Care, and Love for the shared mental and physical space.
Build the culture of Trust, Care, and Love for the shared mental and physical space.
Time to retire this dangerously misleading picture! It incorrectly presents teamwork as an optional luxury, hopefully achieved after a slump in performance.
Tuckman's orming is an interesting theory but not useful for practical coaching. Knowing how and why things really happen gives tools for concrete interventions.
Designing an organization that develops shared assets (SW+HW) that are used across several business units is problem many managers face. In this post, we highlight some of the main issues, provide new viewpoints on the design challenges, and present a unique solution to this problem.
Matrix organization has well-known problems. Combining Back-Front and Modular organization designs gives you options for creating adaptive organization, productive teamwork, and market focus.
The consequential goal is an absolutely necessary condition for teamwork: We did something, does it work, is it useful. This creates special expectations towards the leadership in creative work like theatrical performance or visual design.
Separating Dreaming, Thinking, and Doing is the deadly sin of large organizations. It will lead to Coordination Chaos: fragmentation, waste, and underperformance.
Dreaming-thinking-doing is the natural process of doing anything, in small and large scale.
We had an intensive Meetup about Teamwork at Flixbus office in Berlin. Here you have the slides and special material about rewarding and intrinsic motivation as discussed.