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Collaborative Intelligence: Using Teams to Solve Hard Problems

3.89  ·  Rating details ·  92 ratings  ·  9 reviews
Intelligence professionals are commonly viewed as solo operators.  But these days intelligence work is mostly about collaboration.  Interdisciplinary and even inter-organizational teams are necessary to solve the really hard problems intelligence professionals face. Tragically, these teams often devolve into wheel-spinning, contentious assemblies that get nothing done.  Or ...more
Hardcover, 240 pages
Published May 12th 2011 by Berrett-Koehler Publishers (first published January 1st 2011)
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3.89  · 
Rating details
 ·  92 ratings  ·  9 reviews


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Joshua
Jun 26, 2017 rated it really liked it
A superb book on how teams work and how to help them work really well. Highly recommended, especially to anyone in charge of any sort of team. It's based on thoughtful, high-quality empirical research, and overturns much conventional wisdom/practice. That said, it also points out the truth of conventional wisdom.
Rayrumtum
Jun 14, 2017 rated it liked it
Shelves: analysis
An interesting book on how to get effective teamwork. The title has to deal with the intelligence community setting, but the research is not that different how his other articles and books on teamwork. He mentions findings from various research studies, but I would have been interested in knowing more about the methodologies to see how convincing findings are. This is written in an academic style so it is not a breezy read.
I also had some difficulty in seeing how his research findings could be
...more
Toni Tassani
Jun 29, 2018 rated it liked it  ·  review of another edition
Shelves: safari
A little bit more than "Leading Teams", but focused on Intelligence Teams. The new insights based on research in that context reveal that:
- Leaders cannot make great teams but can enable a context (6 enabling conditions)
- Harmony is more an effect than a cause
- 60% of the performance of the team depends on the prework the leader does, 30% on the initial launch and 10% on the coaching work
- Peer coaching has great effects
Mitalee
Jan 10, 2019 rated it liked it
Shelves: book-summaries
Key message -
Each person has a unique style of thinking, questioning and approaching challenges. To work together effectively it’s essential to understand your own ways of working and those of your teammates. Exploring the diversity of your group will greatly improve its ability to communicate and collaborate.
Actionable advice -
Create a collaboration handbook for your team.
Synthia Salomon, Ed.S.
Sep 01, 2018 rated it it was amazing
How do you work?
How do your teammates work? Collaborative Intelligence reminds us that each person is unique and so are their perspectives.
Henrik Berglund Berglund
Jul 31, 2017 rated it really liked it
Hackman's framework for sorting out enabling conditions for teams are top notch. It has really been useful for me. Not much new in this book though.
Robert Bogue
Mar 27, 2017 rated it it was amazing  ·  review of another edition
Like many people, I enjoy action movies where there are terrorists trying to wreck our world and the lone hero – or hero team – that are standing in the breach between the terrorists and our way of life. However, I’ve never really given much thought to what it would be like to be in an intelligence community. I can quickly spot the flaws in a plot line but I’ve never given much thought to what would have to happen to prevent terrorists. However, I found the view of intelligence communities, prov ...more
Gerard Chiva
Apr 12, 2014 rated it really liked it
Followup on his book "Leading Teams". Hackman dives into what makes great teams. Interesting approach.
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“launch the team well, and only then to help members take the greatest possible advantage of their favorable performance circumstances. Indeed, my best estimate is that 60 percent of the variation in team effectiveness depends on the degree to which the six enabling conditions are in place, 30 percent on the quality of a team’s launch, and just 10 percent on the leader’s hands-on, real-time coaching (see the “60-30-10 rule” in Chapter 10).” 1 likes
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