By Greg Besner — 2015
I like to define culture in terms of a high-performance culture, one that exhibits qualities like communication, collaboration, mission and value alignment, innovation and accountability.
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I cannot think of an innovation that—without collaboration—had a major impact on the world.
The 1960s and ’70s stand as an era of artistic community — of collectives: musicians and writers, artists and architects, photographers and filmmakers listening, arguing and creating with each other. Now they're rediscovering their power.
The chemistry of teamwork is born out of compassion among players and not acts of "rookie initiations."
One of the best parts about watching sports is seeing a team work in unison, with a common vision, and watching it succeed. Championships are won through the efforts of talented individuals who work together towards a common purpose.
After more than 24 years of coaching, I’ve noticed that teams and organizations still use traditional problem-solving techniques despite these being either obsolete or ineffective.
Whether it’s a high-tech company figuring out how to shrink its carbon footprint, or a local community trying to identify new revenue sources, people are continually dealing with problems that require input from others.
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Humans have incredible creative potential. Our knack for creating megacities, double-decker airplanes, cures for hundreds of diseases, symphonies, and virtual reality games, among other remarkable inventions, attests to our capacity to imagine possibilities and make them real.
We call people who harm us enemies, but is that who they really are? When we see the person behind the label, say Buddhist teachers Sharon Salzberg and Robert Thurman, everyone benefits.