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Team of Teams: New Rules of Engagement for a Complex World Team of Teams: New Rules of Engagement for a Complex World by Stanley McChrystal
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Team of Teams Quotes Showing 1-30 of 106
“The temptation to lead as a chess master, controlling each move of the organization, must give way to an approach as a gardener, enabling rather than directing. A gardening approach to leadership is anything but passive. The leader acts as an “Eyes-On, Hands-Off” enabler who creates and maintains an ecosystem in which the organization operates.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“Purpose affirms trust, trust affirms purpose, and together they forge individuals into a working team.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“Harvard Business School teams expert Amy Edmondson explains, “Great teams consist of individuals who have learned to trust each other. Over time, they have discovered each other’s strengths and weaknesses, enabling them to play as a coordinated whole.”
General S McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“A leader’s words matter, but actions ultimately do more to reinforce or undermine the implementation of a team of teams. Instead of exploiting technology to monitor employee performance at levels that would have warmed Frederick Taylor’s heart, the leader must allow team members to monitor him. More than directing, leaders must exhibit personal transparency. This is the new ideal.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“Education is resilient, training is robust.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“we nurtured holistic awareness and tried to give everyone a stake in the fight. When we stopped holding them back—when we gave them the order simply to place their ship alongside that of the enemy—they thrived.”
General S McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“There’s likely a place in paradise for people who tried hard, but what really matters is succeeding. If that requires you to change, that’s your mission.”
General Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“The two major determinants of idea flow, Pentland has found, are “engagement” within a small group like a team, a department, or a neighborhood, and “exploration”—frequent contact with other units. In other words: a team of teams.”
General S McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“Today’s rapidly changing world, marked by increased speed and dense interdependencies, means that organizations everywhere are now facing dizzying challenges, from global terrorism to health epidemics to supply chain disruption to game-changing technologies. These issues can be solved only by creating sustained organizational adaptability through the establishment of a team of teams.”
General Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“The crew’s attachment to procedure instead of purpose offers a clear example of the dangers of prizing efficiency over adaptability.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“sharing information would help build relationships and the two together would kindle a new, coherent, adaptive entity that could win the fight.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“We dubbed this goal—this state of emergent, adaptive organizational intelligence—shared consciousness, and it became the cornerstone of our transformation.”
General S McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“I would tell my staff about the “dinosaur’s tail”: As a leader grows more senior, his bulk and tail become huge, but like the brontosaurus, his brain remains modestly small. When plans are changed and the huge beast turns, its tail often thoughtlessly knocks over people and things. That the destruction was unintentional doesn’t make it any better.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“In place of maps, whiteboards began to appear in our headquarters. Soon they were everywhere. Standing around them, markers in hand, we thought out loud, diagramming what we knew, what we suspected, and what we did not know. We covered the bright white surfaces with multicolored words and drawings, erased, and then covered again. We did not draw static geographic features; we drew mutable relationships—the connections between things rather than the things themselves.”
General S McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“an organization’s fitness—like that of an organism—cannot be assessed in a vacuum; it is a product of compatibility with the surrounding environment.”
General S McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“In popular culture, the term “butterfly effect” is almost always misused. It has become synonymous with “leverage”—the idea of a small thing that has a big impact, with the implication that, like a lever, it can be manipulated to a desired end. This misses the point of Lorenz’s insight. The reality is that small things in a complex system may have no effect or a massive one, and it is virtually impossible to know which will turn out to be the case.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“It Takes a Network to Defeat a Network.” With that, we took the first step toward an entirely new conversation.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“fuse generalized awareness with specialized expertise.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“We do these things, not because they are easy, but because they are hard.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“If I told you that you weren’t going home until we win—what would you do differently?”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“Although we intuitively know the world has changed, most leaders reflect a model and leader development process that are sorely out of date. We often demand unrealistic levels of knowledge in leaders and force them into ineffective attempts to micromanage.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“the rules and limitations that once prevented accidents now prevented creativity.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“First I needed to shift my focus from moving pieces on the board to shaping the ecosystem.”
General S McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“As the world grows faster and more interdependent, we need to figure out ways to scale the fluidity of teams across entire organizations: groups with thousands of members that span continents, like our Task Force. But this is easier said than done.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“We must be bold . . . as we set sail we ask God’s blessing on the most hazardous and dangerous and greatest adventure on which man has ever embarked.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“Building holistic awareness and forcing interaction will align purpose and create a more cohesive force, but will not unleash the full potential of the organization. Maintain this system for too long without decentralizing authority, and whatever morale gains were made will be reversed as people become frustrated with their inability to act on their new insights. Just as empowerment without sharing fails, so does sharing without empowerment.”
Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“Drucker had a catchy statement: “Efficiency is doing things right; effectiveness is doing the right thing.”
General S McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“In complex environments, resilience often spells success, while even the most brilliantly engineered fixed solutions are often insufficient or counterproductive.”
General S McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“We have moved from data-poor but fairly predictable settings to data-rich, uncertain ones.”
General S McChrystal, Team of Teams: New Rules of Engagement for a Complex World
“Data-rich records can be wonderful for explaining how complex phenomena happened and how they might happen, but they can’t tell us when and where they will happen.”
General S McChrystal, Team of Teams: New Rules of Engagement for a Complex World

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