A Quote by R. Keith Sawyer

In an improv group and a successful work team, the members play off one another, each person's contributions providing the spark for the next. Together, the improvisational team creates a novel emergent product, one that's more responsive to the changing environment.
When overpowering authority or leadership intervenes in a team, it can affect the team by (1) throwing the team off track, (2) decreasing the motivation of the team, (3) reducing the commitment of the team members, and (4) causing more problems than solutions.
I believe a family can be like that sports team. A successful family wins as a team. But if its members are intent upon winning their own individual battles with one another, the team loses. A winning solution is to work out the differences and, when it's over, let it be over. Then they can get back in the game as a team.
Teams use trust as currency. If it is in short supply, then the team is poor. If trust abounds, the members of the team have purchase power with each other to access each others’ gifts, talents, energy, creativity, and love. The development of trust then becomes a significant leadership strategy. Trust creates the load limits on the relationship bridges among team members
A team is not a group of people that work together. A team is a group of people that trust each other.
Most of us at one time or another have been part of a great 'team', a group of people who functioned together in an extraordinary way-who trusted one another, who complemented each other's strengths and compensated for each other's limitations, who had common goals that were larger than an individual's goals, and who produced extraordinary results ... the team that became great didn't start off great-it learned how to produce extraordinary results.
Our goal as a team is to keep playing as a group for as long as we can because you will never have that team again. It is like a dying limb, you have to prune it off and let another one grow in its place. That is the way you have to do it, but it still hurts losing these guys and that team because they and you have put so much effort into building a team. Even if you win that last game (and a national championship), it hurts badly because the players know they will never have that same special group of guys together on the same team again. Somebody always goes and somebody new always comes in.
I kick off every monthly team meeting with 'core value stories' - team members stand up and recognize how another team member exemplified a core value.
In order to be successful you need to have a good team with a good core, so my whole thing is that I was always encouraging my teammates, and I try to lead them by example to play together, to play as a team.
Continuous Integration is a software development practice where members of a team integrate their work frequently, usually each person integrates at least daily - leading to multiple integrations per day. Each integration is verified by an automated build (including test) to detect integration errors as quickly as possible. Many teams find that this approach leads to significantly reduced integration problems and allows a team to develop cohesive software more rapidly.
When you play hockey, you don't realize how much it takes to put a team together and the business people around the team, what they do to get the franchise to the next level.
On great teams - the kind where people trust each other, engage in open conflict, and then commit to decisions - team members have the courage and confidence to confront one another when they see something that isn't serving the team.
Startup success is driven most by the product passion, quality, vision, team-work and persistence of the founding team and the talent that the team attracts.
Every team requires unity. A team has to move as one unit, one force, with each person understanding and assisting the roles of his teammates. If the team doesn't do this, whatever the reason, it goes down in defeat. You win or lose as a team, as a family.
Team members need to learn to leverage one another, and that doesn't happen over a golf game or on a phone. It happens by getting together and taking the time to know each other.
When you assemble animation teams the way you do a live-action film, you're often struggling a bit to get a cohesive team together, so if you have a team that works well together, you're hoping for another film so that you can refine the team.
The trick to maximizing your team's productivity is to create a workspace that's flexible, so it can be altered according to the ever-changing needs of the company and its team members.
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