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210123 ||| eng |
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|a 149204170X
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|a 9781492041702
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|a 9781492041689
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|a 1492041688
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|a 1492041734
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|a HD66
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| 100 |
1 |
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|a Anderson, Gretchen
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| 245 |
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|a Mastering collaboration
|b make working together less painful and more productive
|c Gretchen Anderson
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| 250 |
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|a First edition
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| 260 |
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|a Sebastopol, CA
|b O'Reilly Media
|c 2019
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| 300 |
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|a 1 online resource
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|a Intro; Copyright; Table of Contents; Preface; It's Complicated: Our Love/Hate Relationship with Collaboration; Why I Wrote This Book; Who This Book Is For; How This Book Is Organized; Introduction: What's Collaboration and What Gets In the Way?; Part I: Creating the Right Environment; Part II: Setting Clear Direction; Part III: Exploring Solutions; Part IV: Communicating Clearly; Acknowledgments; O'Reilly Online Learning; How to Contact Us; Introduction; What Is Collaboration, and What Gets in the Way; What's Collaboration? And What Isn't?; Choose the Right Problem and Moment
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|a Troubleshooting Issues with Enlisting EveryoneDealing with Difficult People in Teams; Handling a Critical Stakeholder Who Won't Engage; Managing Someone Who Is Spread Too Thin; Navigating Cultural Conflicts; Conclusion; Key Takeaways; Chapter 2. Give Everyone a Role; Levels of Contribution; Roles for Close Collaborators; The Navigator; The Driver(s); Critics; The Facilitator; RACI Models for Stakeholders and Supporters; Troubleshooting Roles; Assumed Hierarchy in the Team; Roles Get Ignored; Conclusion; Key Takeaways; Chapter 3. Enable Trust and Respect; Trust Comes from Experience
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|a ConclusionKey Takeaways; Part II. Setting Clear Direction; Chapter 5. Make a Plan; How Ideas Develop; Plan to Experiment and Reduce Risks; Example Plans to Manage Risks and Consequences; Low Risk, Low Consequences; Low Risk, High Consequences; High Risk, Low Consequences; High Risk, High Consequences; Timeboxing Over Deadlines; How Many Cycles Do I Need?; Share Plans to Set Expectations; Troubleshooting Planning; Working Against a Fixed Deadline; Teams Resist Planning; Conclusion; Key Takeaways; Chapter 6. Set Clear and Urgent Objectives; Developing Good Objectives
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|a Taming ComplexityFacing Ambiguity; Getting Alignment; Engaging Employees; What Gets in the Way of Good Collaboration?; The Environment Favors Independence and Individualism; We Start with Unclear Objectives and Structures; Expertise and Experience Dominate the Solution Space; Ineffective Communication Causes Conflict; How to Help Teams Avoid and Overcome Obstacles; Part I. Creating the Right Environment; Chapter 1. Enlist Everyone; Enlist Everyone to Reduce Risks; Enlist Everyone to Boost Engagement; Enlisting Everyone Brings Up Cultural Differences; Cross Cultures, Don't Overthrow Them
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|a Try It, You'll Like ItBuilding Trust Through Vulnerability; Leading Teams Toward Trust; Protect Trust When Things Go Wrong; Troubleshooting Trust Issues; No History or Experience Together; Micromanaging from Above; Mistrust Within the Team; Conclusion; Key Takeaways; Chapter 4. Make Space; Working with Physical Space; Too Much Togetherness; Working with Virtual Spaces; Virtual Spaces Aren't Just for Distributed Teams; Troubleshooting (Physical and Virtual) Space Issues; No Consistent Space Available; Lack of Engagement During Remote Meetings; Large Group Meetings Don't Feel Collaborative
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|a BUSINESS & ECONOMICS / Management Science / bisacsh
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|a Équipes de travail
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|a Work environment / fast
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|a Work environment / http://id.loc.gov/authorities/subjects/sh85148146
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|a BUSINESS & ECONOMICS / Management / bisacsh
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| 653 |
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|a BUSINESS & ECONOMICS / Organizational Behavior / bisacsh
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| 653 |
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|a Teams in the workplace / http://id.loc.gov/authorities/subjects/sh85148150
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|a Teams in the workplace / fast
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|a Includes index
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|x Verlag
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