eBook The Culture Code: The Secrets of Highly Successful Groups – Avengersinfinitywarfullmovie.de

Introduction When Two Plus Two Equals Ten Lets start with a question, which might be the oldest ques tion of all Why do certain groups add up to be greater than the sum of their parts, while others add up to be lessA few years ago the designer and engineer Peter Skillman held a competition to find out Over several months, he as sembled a series of four person groups at Stanford, the Uni versity of California, the University of Tokyo, and a few other places He challenged each group to build the tallest possible structure using the following items twenty pieces of uncooked spaghetti one yard of transparent tape one yard of string one standard size marshmallow The contest had one rule The marshmallow had to end up on top The fascinating part of the experiment, however, had less to do with the task than with the participants Some of the teams consisted of business school students The oth ers consisted of kindergartners The business students got right to work They began talk ing and thinking strategically They examined the materials They tossed ideas back and forth and asked thoughtful, avvy questions They generated several options, then honed he most promising ideas It was professional, rational, and ntelligent The process resulted in a decision to pursue one particular strategy Then they divided up the tasks and tarted building The kindergartners took a different approach They did not strategize They did not analyze or share experiences They did not ask questions, propose options, or hone ideas n fact, they barely talked at all They stood very close to one another Their interactions were not smooth or orga nized They abruptly grabbed materials from one another and started building, following no plan or strategy When hey spoke, they spoke in short bursts Here No, here Their entire technique might be described as trying a bunch of stuff together If you had to bet which of the teams would win, it would not be a difficult choice You would bet on the business school tudents, because they possess the intelligence, skills, and ex perience to do a superior job This is the way we normally hink about group performance We presume skilled individ uals will combine to produce skilled performance in the same way we presume two plus two will combine to produce four Your bet would be wrong In dozens of trials, kindergart ners built structures that averaged twenty six inches tall, while business school students built structures that averaged ess than ten inches Teams of kindergartners also defeated teams of lawyers who built towers hat averaged fifteen inches as well as teams of CEOs twenty two inches The result is hard to absorb because it feels like an illusion We see smart, experienced business school students, and we find it difficult to imagine that they would combine to produce a poor performance We see unsophisticated, inexperienced kindergartners, and we find it difficult to imagine that they would combine to produce a successful perfor mance But this illusion, like every illusion, happens because our instincts have led us to focus on the wrong details We focus on what we can seeindividual skills But individual skills are not what matters What matters is the interaction The business school students appear to be collaborating, but in fact they are engaged in a process psychologists call status management They are figuring out where they fit into the larger picture Who is in charge Is it okay to criticize someones idea What are the rules here Their interactions appear smooth, but their underlying behavior is riddled with inefficiency, hesitation, and subtle competition Instead of focusing on the task, they are navigating their uncertainty about one another They spend so much time managing sta tus that they fail to grasp the essence of the problem the marshmallow is relatively heavy, and the spaghetti is hard to secure As a result, their first efforts often collapse, and they run out of time The actions of the kindergartners appear disorganized on the surface But when you view them as a single entity, their behavior is efficient and effective They are not competing for status They stand shoulder to shoulder and work ener getically together They move quickly, spotting problems and offering help They experiment, take risks, and notice outcomes, which guides them toward effective solutions The kindergartners succeed not because they are smarter but because they work together in a smarter way They are apping into a simple and powerful method in which a group of ordinary people can create a performance far beyond the um of their parts This book is the story of how that method works Group culture is one of the most powerful forces on the planet We sense its presence inside successful businesses, hampionship teams, and thriving families, and we sense when its absent or toxic We can measure its impact on the bottom line A strong culture increases net incomepercent over eleven years, according to a Harvard study ofhan two hundred companies Yet the inner workings of ulture remain mysterious We all want strong culture in our organizations, communities, and families We all know that t works We just dont know quite how it works The reason may be based in the way we think about cul ure We tend to think about it as a group trait, like DNA Strong, well established cultures like those of Google, Dis ney, and the Navy SEALs feel so singular and distinctive that hey seem fixed, somehow predestined In this way of think ng, culture is a possession determined by fate Some groups have the gift of strong culture others dont This book takes a different approach I spent the last four years visiting and researching eight of the worlds most suc essful groups, including a special ops military unit, an nner city school, a professional basketball team, a moviestudio, a comedy troupe, a gang of jewel thieves, and others I found that their cultures are created by a specific set of skills These skills, which tap into the power of our social brains to create interactions exactly like the ones used by the kindergartners building the spaghetti tower, form the structure of this book Skill Build Safetyexplores how signals of connection generate bonds of belonging and iden tity Skill Share Vulnerabilityexplains how habits of mutual risk drive trusting cooperation Skill Establish Purpose tells how narratives create shared goals and values The three skills work together from the bottom up, first building group connection and then channeling it into ac tion Each part of the book is structured like a tour Well first explore how each skill works, and then well go into the field to spend time with groups and leaders who use these methods every day Each part will end with a collection of concrete suggestions on applying these skills to your group In the following pages, well spend time inside some of the planets top performing cultures and see what makes them tick Well take a look inside the machinery of the brain and see how trust and belonging are built Along the way, well see that being smart is overrated, that showing fallibility is crucial, and that being nice is not nearly as important as you might think Above all, well see how leaders of high performing cultures navigate the challenges of achieving excellence in a fast changing world While successful culture can look and feel like magic, the truth is that ts not Culture is a set of living relationships working toward a shared goalIts not something you are Its something you do I chose groups using the following qualificationsthey had performed in the toppercent of their domain for at least a decade where applicablethey had succeeded with a range of different personneltheir culture had been admired by knowledgeable people across their industry and be yond To help guard against selection bias, I also looked at many cultures that werent so successful see pagefor an exampleAdvance praise for The Culture CodeIve been waiting years for someone to write this bookIve built it up in my mind into something extraordinary But it is even better than I imagined Daniel Coyle has produced a truly brilliant, mesmerizing read that demystifies the magic of great groups It blows all other books on culture right out of the water Read it immediatelyAdam Grant, New York Times bestselling author of Option B, Originals, andGive and Take If you want to understand how successful groups workthe signals they transmit, the language they speak, the cues that foster creativityyou wont find aessential guide than The Culture Code This book is a marvel of insight and practicalityCharles Duhigg, New York Times bestselling author ofThe Power of Habit andSmarter Faster BetterThe Culture Code is a step by step guidebook to building teams that are not justeffective but happier Whether you lead a team or are a team member, this book is a must readLaszlo Bock, CEO of Humu, former SVP of People Operations at Google, and author of Work RulesDaniel Coyle has a gift for demystifying elite performance and breaking it down into empirical facts This is indispensable for anyone looking to lead, build, or find an elite cultureRich Diviney, retired Navy SEAL Officer and director of outreach for the Barry Wehmiller Leadership InstituteThere are profound ideas on every single page, stories that will change the way you work, the way you lead, and the impact you have on the world Highly recommended, an urgent readSeth Godin, author of Linchpin

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