disagree and commit approach, Protect Trust When Things Go Wrong, Manage Tension with a “Disagree and Commit” Approach, So what can I do?
disagreement, Enlisting Everyone Brings Up Cultural Differences, Try It, You’ll Like It, Protect Trust When Things Go Wrong
Discussing Design (Connor and Irizarry), Democratize Discussion, Not Decisions, The Big Reveal Belly-Flop
divergent and convergent thinking, How Ideas Develop
diversity, Enlisting Everyone Brings Up Cultural Differences(see also inclusiveness)
getting in teams, Enlisting Everyone Brings Up Cultural Differences
teams lacking, Enlist Everyone to Reduce Risks
“Do Schools Kill Creativity?” (TED talk), The Shape of Stories
Doritos, Enlist Everyone to Reduce Risks
Dörner, Dietrich, Share Especially in Challenging Situations
drivers, The Driver(s)
E
engagementboosting by enlisting everyone, Enlist Everyone to Boost Engagement
engaging employees, Choose the Right Problem and Moment, Engaging Employees
enlisting everyone (see inclusiveness)
experienceand expertise, dominating the solution space, Expertise and Experience Dominate the Solution Space
diversity of, harnessing in collaboration, Facing Ambiguity
in industry and skills, Enlisting Everyone Brings Up Cultural Differences
trust issues in teams with no eperience together, No History or Experience Together
experimentation, Expertise and Experience Dominate the Solution Spaceconnecting risk and consequences to experiments, Plan to Experiment and Reduce Risks
planning to experiment and reduce risks, Plan to Experiment and Reduce Risks
expert-driven guess-a-thons (see guess-a-thons)
expertise and skills, RACI Models for Stakeholders and Supporters
exploring many possibilities, Explore Many Possibilities-Key Takeawaysdiscarding constraints temporarily, Throw Away Constraints, for a While-What About When Constraints Are Real?real constraints, dealing with, What About When Constraints Are Real?
exercises to unleash imagination, What About When Constraints Are Real?-What About When Constraints Are Real?
non-linear path to greatness, The Path to Great Isn’t Straight
troubleshooting idea exploration, Troubleshooting Idea Exploration-So what can I do?no new ideas emerging, No New Ideas Emerge
swoop and poop, The Swoop and Poop-So what can I do?
yeah-buts, The “Yeah-Buts”
working backward, thinking laterally, Working Backward, Thinking Laterally-Working Backward, Thinking Laterally
F
facilitators, The Facilitator
failuredefining worst-case scenario, So what can I do?
for collaborations, causes of, Have a Sense of Urgency
learning from mistakes of others, So what can I do?
not fearing, Don’t Fear Failure
protecting trust during, Protect Trust When Things Go Wrong
psychological studies of, Share Especially in Challenging Situations
struggle or failure in storytelling, Elements of Storytelling
feedbackbeing disciplined about gathering, Be Disciplined About Gathering Feedback
from the big reveal, The Big Reveal Belly-Flop
getting regularly and taking it seriously, Fidelity Matters
making sense of what you learn, Making Use of What You Learn-Don’t Fear Failurehandling different opinions, How to Handle Different Opinions
not fearing failure, Don’t Fear Failure
not matching team expectations, Know What You Are Listening For
receiving direct negative feedback, Enlisting Everyone Brings Up Cultural Differences
troubleshooting issues with, Troubleshooting Getting Feedback-So what can I do?confused participants, Participants Are Confused
leading the witness, Leading the Witness
too many observers in sessions, Too Many Observers
finding out what others think, Find Out What Others Think-Key Takeawaysbeing disciplined about gathering feedback, Be Disciplined About Gathering Feedback
being disciplined and intentional about sharing, Be Disciplined and Intentional About Sharingfidelity to, Fidelity Matters
knowing what you're listening for, Know What You Are Listening For
making sense of what you learnavoiding fear of failure, Don’t Fear Failure
handling different opinions, How to Handle Different Opinions
not getting defensive, Don’t Get Defensive
making use of what you learn, Making Use of What You Learn
sharing especially in challenging situations, Share Especially in Challenging Situations
sharing work early and often, Share Early and Often
troubleshooting problems with getting feedback, Troubleshooting Getting Feedback-So what can I do?confused participants, Participants Are Confused
leading the witness, Leading the Witness
too many observers, Too Many Observers
The Five Dysfunctions of a Team (Lencioni), Manage Tension with a “Disagree and Commit” Approach
five-minute rule, So what can I do?
foreshadowing (in stories), The Shape of Stories
Free Solo (movie), Enable Trust and Respect
G
Gaines, Benjamin, Enlist Everyone to Reduce Risks, Leading Teams Toward Trust
Gladwell, Malcolm, Enlisting Everyone Brings Up Cultural Differences
goals, Set Clear and Urgent Objectives(see also objectives)
Googlemaking Search more beautiful, What About When Constraints Are Real?
whitepaper approach to objectives, Use the “Whitepaper Approach”
Google Glass, What Gets in the Way of Good Collaboration?
Google Hire, Ground Objectives in Solving Real-World Problems
Google Ventures, Virtual Spaces Aren’t Just for Distributed Teams
groupthink, The Popularity Contest
guess-a-thons, What Gets in the Way of Good Collaboration?
guessingin determining timeframes, So what can I do?
in planning, Make a Plan
H
Hall, Erika, Know What You Are Listening For
Harrell, Cyd, Cross Cultures, Don’t Overthrow Them
Haven, Kendall, Why Stories Are So Powerful, The Shape of Stories
hierarchyassumed hierarchy in a team, Assumed Hierarchy in the Team
obstacle to collaboration, Cross Cultures, Don’t Overthrow Them
Hoffman, Reid, Engaging Employees, Trust Comes from Experience
Hofstede, Geert, Enlisting Everyone Brings Up Cultural Differences
hours, core, Enlisting Everyone Brings Up Cultural Differences
I
ideasexploration of, troubleshooting, Troubleshooting Idea Exploration-So what can I do?
exploring, Explore Many Possibilities(see also exploring many possibilities)
how they develop, How Ideas Develop
making sense of and deciding what to pursue, Helping Teams Make Sense of Ideas and Decide What to Pursue-We Want What We Can Imagine
new, generating by borrowing from old ones, What About When Constraints Are Real?
refining or generating alternatives to, The Path to Great Isn’t Straight
sharing, Conclusion(see also finding out what others think)
testing, Conclusion
troubleshooting idea explorationno new ideas emerging, No New Ideas Emerge
swoop and poop, The Swoop and Poop-So what can I do?
yeah-buts, The “Yeah-Buts”
working backward from, The Path to Great Isn’t Straight
imaginationunleashing, exercises for, What About When Constraints Are Real?-What About When Constraints Are Real?
wanting what we can imagine, We Want What We Can Imagine
inciting incident (in stories), Elements of Storytelling
inclusiveness,
Enlist Everyone-Key Takeawaysboosting employee engagement, Enlist Everyone to Boost Engagement
crossing rather than overthrowing cultures, Cross Cultures, Don’t Overthrow Them
cultural differences, Enlisting Everyone Brings Up Cultural Differences-Cross Cultures, Don’t Overthrow Them
enlisting everyone, Enlist Everyone
reducing risks with, Enlist Everyone to Reduce Risks
troubleshooting issues withcritical stakeholder not engaging, Handling a Critical Stakeholder Who Won’t Engage
difficult people in teams, Dealing with Difficult People in Teams
navigating cultural conflicts, Navigating Cultural Conflicts
team member spread too thin, Managing Someone Who Is Spread Too Thin
indecisives, Dealing with Difficult People in Teams
independence and individualism, The Environment Favors Independence and Individualism
informed (RACI model), RACI Models for Stakeholders and Supporters
interruptions, team members' feelings about, Enlisting Everyone Brings Up Cultural Differences
introverts, Dealing with Difficult People in Teams
invisible ROI from collaboration, We Start with Unclear Objectives and Structures
iPhone demo, Laddering
Irizarry, Aaron, Democratize Discussion, Not Decisions, The Big Reveal Belly-Flop
J
Jennings, Chad, Democratize Discussion, Not Decisions, Manage Tension with a “Disagree and Commit” Approach, So what can I do?
Jobs, Steve, The Shape of Stories, The Shape of Stories, Laddering
Johnson, Katherine, Don’t Fear Failure
Jorgenson, Mikael, The Path to Great Isn’t Straight
juking the stats, Juking the Stats
Just Enough Research (Hall), Know What You Are Listening For
K
Kalbach, Jim, Conclusion
key performance indicators (KPIs), So what can I do?, Success Criteria Aren’t Helping
key results and objectives, Developing Good Objectives
Khoury, Sara Ortloff, Ground Objectives in Solving Real-World Problems
Knapp, Jake, The Driver(s), So what can I do?
know-it-alls, Dealing with Difficult People in Teams
knowledgeknowledge-driven people (know-it-alls), Dealing with Difficult People in Teams
transmitting, Ineffective Communication Causes Conflict
Korean Air, Enlisting Everyone Brings Up Cultural Differences
L
laddering, Laddering
language proficiency, RACI Models for Stakeholders and Supporters
lateral thinking, Working Backward, Thinking Laterallyenabling by working backward, Working Backward, Thinking Laterally
random provocations to help with, What About When Constraints Are Real?
launchesconnecting risk and consquences to, Plan to Experiment and Reduce Risks
experiments vs., Plan to Experiment and Reduce Risks
leadersascribing power to, Enlisting Everyone Brings Up Cultural Differences
dealing with in teams, Dealing with Difficult People in Teams
leading the witness, Leading the Witness
learningas objective, When Learning Is the Objective
test and learn phase in idea development, How Ideas Develop
LeMay, Matt, We Start with Unclear Objectives and Structures, Working with Virtual Spaces, Manage Tension with a “Disagree and Commit” Approach, So what can I do?, Share Early and Often
Lencioni, Patrick, Manage Tension with a “Disagree and Commit” Approach
LinkedIn, Engaging Employees, Trust Comes from Experience
The Logic of Failure (Dörner), Share Especially in Challenging Situations
Lovejoy, Josh, Ineffective Communication Causes Conflict
M
Maeda, John, Working with Virtual Spaces
magic, wiping away constraints with, So what can I do?
Malik Danielle, The Shape of Stories
Mapping Experiences (Kalbach), Conclusion
Martin, Roger L., Working Backward, Thinking Laterally
mechanics of stories, The Shape of Stories
meetingslarge group meeting not feeling collabortive, Large Group Meetings Don’t Feel Collaborative
remote, lack of engagement during, Lack of Engagement During Remote Meetings
setting times for, Enlisting Everyone Brings Up Cultural Differences
sharing what happens, not what matters, Sharing What Happens, Not What Matters
Merchant, Nilofer, Leading Teams Toward Trust
Meru (movie), Enable Trust and Respect, Tell the Story
metaphors, The Shape of Stories
metricsfocused on short term, We Start with Unclear Objectives and Structures
portfolio of early indicators, So what can I do?
Meyer, Erin, Cross Cultures, Don’t Overthrow Them, So what can I do?
Meyer, Marissa, What About When Constraints Are Real?
micromanagement from superiors, Micromanaging from Above
milestones, So what can I do?
mistrust within a team, Mistrust Within the Team
museum tour approach, So what can I do?
N
navigator, The Navigator
negativists, Dealing with Difficult People in Teams
Neon Sprints, Dealing with Difficult People in Teams
Netflix, collaborative culture at, Cross Cultures, Don’t Overthrow Them
neurological and cognitive science of story, Why Stories Are So Powerful
Noessel, Chris, Roles for Close Collaborators
O
objectives, Set Clear and Urgent Objectives-Key Takeaways, Know What You Are Listening Forcreating, approaches and techniques, Derive Objectives from a Problem-Use the “Whitepaper Approach”whitepaper approach, Use the “Whitepaper Approach”
developing good objectives, Developing Good Objectives-Ground Objectives in Solving Real-World Problemsbeing descriptive, not prescriptive, Be Descriptive, Not Prescriptive
grounding in solving real-world problems, Ground Objectives in Solving Real-World Problems
sense of urgency, Have a Sense of Urgency
keeping visible and revisiting periodically, Keep Objectives Visible, and Revisit Them Periodically
learning as objective, When Learning Is the Objective
setting (or resetting) at start of every cycle, Set Clear and Urgent Objectives
setting, troubleshooting issues with, Troubleshooting Objective Setting-So what can I do?consequences not clear, Consequences Not Clear
constant questioning of objectives, Constant Questioning of Objectives
juking the stats, Juking the Stats
overly prescriptive direction, Overly Prescriptive Direction
sharing, “More Is Less” Communication
unclear, starting with, We Start with Unclear Objectives and Structures
working backward from, Working Backward, Thinking Laterally
Ogbu, Liz, The Shape of Stories
OKRs (objectives and key results), Developing Good Objectives, So what can I do?
onlookers, Levels of Contribution
open office plans, The Environment Favors Independence and Individualism, Make Space, Too Much Togetherness
optimizing vs. satisficing, Satisficing Versus Optimizing
Outliers (Gladwell), Enlisting Everyone Brings Up Cultural Differences
P
pace (in stories), The Shape of Stories
Pair Design (Noessel), Roles for Close Collaborators
pairing, Roles for Close Collaboratorstogether time/alone time, The Driver(s)
perspectives, trading, Manage Tension by Trading Perspectives, So what can I do?, Conclusion
physical spaces, Working with Physical Spacelarge group meeting not feeling collabortive, Large Group Meetings Don’t Feel Collaborative
no consistent space available, No Consistent
Space Available
planning, Make a Plan-Key Takeawaysdetermining number of cycles needed, How Many Cycles Do I Need?-How Many Cycles Do I Need?
example plans to manage risks and consequences, Example Plans to Manage Risks and Consequences-High Risk, High Consequenceshigh risk, low consequences, High Risk, Low Consequences
low risk, high consequences, Low Risk, High Consequences, High Risk, High Consequences
low risk, low consequences, Low Risk, Low Consequences
how ideas develop, How Ideas Develop
planning to experiment and reduce risks, Plan to Experiment and Reduce Risks
sharing of work, Know What You Are Listening For
sharing plans to set expectations, Share Plans to Set Expectations
tools to help plan your effort and understand complexity, Plan to Experiment and Reduce Risks
troubleshooting issues with, Troubleshooting Planning-So what can I do?teams resisting planning, Teams Resist Planning
working against fixed deadline, Working Against a Fixed Deadline
using timeboxing instead of deadlines, Timeboxing Over Deadlines