Team of Teams Buchzusammenfassung - das Wichtigste aus Team of Teams

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Zusammenfassung von Team of Teams

Name: Team of Teams
Rating: 4.4 (163 reviews)
Author: General Stanley McChrystal with Tantum Collins, David Silverman and Chris Fussel

General Stanley McChrystal with Tantum Collins, David Silverman and Chris Fussel

New Rules of Engagement for a Complex World

4.4 (163 Bewertungen)

20 Min.

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Team of Teams
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What’s in it for me? Learn about the advantages of working in teams, and as a team of teams.

In today’s world, no one knows what tomorrow brings. Maybe your computer suddenly crashes, maybe an important business partner (or an entire country) goes bankrupt or maybe your competitor unexpectedly invents a powerful machine that causes setbacks across all of your business’s departments – you never know. So how do you cope in such situations? You need to make sure you have the right teams in place.

These blinks summarize the authors’ valuable advice on how organizations should be built and operate as a team of teams, appreciating the adaptability an organization needs to cope with unpredictable challenges and threats.

In these blinks, you’ll discover

why today’s madness for efficiency is indeed mad;
how to prepare your organization for unpredictable threats and challenges; and
what a plane crash at Portland’s airport and an emergency landing in the Hudson River can teach you about the structure of your organization.

In our complex world, efficiency shouldn’t be the ultimate goal.

No matter what your job, the concept of efficiency won’t be new to you. In fact, you probably use it even when you’re just arranging your pencils on a desk!

Efficiency is widely recognized as something worth achieving, and most of today’s organizations have set efficiency as their principal goal.

Even outside of business, our society is obsessed with efficiency. From organizing our leisure time and life hacks to the management of international companies, everyone is trying to achieve the best results with the least effort; in other words, they want to be as efficient as possible.

Our love for efficiency can be traced back to 1900, when Quaker Frederick Winslow Taylor laid the foundations of scientific management. By measuring various work processes in order to shave off every second he could throughout the production process, Taylor produced unprecedented results.

But in a complex world, efficiency does not equal success.

The rapid development of information technology has changed the world we live in. Not only has it become much faster, but also more interdependent, meaning that a seemingly endless number of factors interact to produce highly unpredictable outcomes.

Much like the theory that a butterfly’s wings in New York can start a hurricane in China, a YouTube video can start a revolution. In 2010, a man named Tarek protested police corruption in a small town in Tunisia by setting himself aflame. His cousin, who filmed the whole thing, posted it on YouTube where it was seen by millions of people.

These people then started their own protests, which eventually led to the end of the 30-year reign of President Mubarak in neighboring Egypt. This outcome was entirely unpredictable at the time of Tarek’s protest.

Taylor’s scientific management was designed for a world where an all-seeing manager could more or less accurately predict the outcomes of a given action. As our example shows, things are very different today.

Success is achieved through resilience and adaptability.

If today’s world is complex, so are the threats that lurk within it. These threats can come out of nowhere, from any direction and in any form.

Looking back to the old way of doing things, Winslow Taylor’s logic teaches us to prepare for every problem and protect ourselves with the help of robust mechanisms.

Teams are the perfect entities to produce solutions in a complex world.

When you were in school, your teachers probably divided your class into groups for certain tasks. Why? Because teams can solve problems that one person alone cannot. It’s no different for companies.

Working as a team ensures that companies can adapt to the many threats and challenges of the modern world.

When there are too many people to put in a team, form a team of teams instead.

By now it’s clear that teams are advantageous in any environment that requires specialized knowledge. But how do you go about creating a team from your company’s thousands of employees? Simple. You build a team of teams!

A single team can’t include an endless number of members and still be effective. So, large companies must instead build multiple teams.

A team of teams needs to see the whole system in which it operates.

People sometimes say that knowledge is power, and this is absolutely true. The right information can be a precious commodity.

Traditionally, companies keep information secret – even within the organization – unless sharing it is absolutely necessary.

A team of teams needs to support the relationships among teams as strongly as those within a single team.

For a team of teams to really work, the smaller teams need to form bonds just like those the individual team members have within their own teams.

As mentioned before, one of the reasons teams are so effective is because of the closeness and trust among team members, making them a tightly bonded group.

A team of teams needs to have the power to make decisions.

Imagine that you’re part of a team of teams. Everyone is communicating and working well together, but then challenges emerge that the teams want to tackle as a unit.

As you begin to plan, your boss stops you in your tracks, loudly declaring that he alone makes the decisions. Strangely, that’s often how decisions are made. But is it right?

The leader of a team of teams has to concentrate on the culture instead of the day-to-day operations.

If the team already has all the information and control they need to make effective, informed decisions, do they even need a leader?

Yes, they do! But not a traditional leader. Rather, they need one who respects the team’s autonomy.

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Worum geht es in Team of Teams?

Team of Teams (2015) lays out the many ways that even large organizations can benefit from the agility and savvy of small teams. By building a team of teams, companies can better manage the complex, interconnected issues that often mean life or death for a company.

Bestes Zitat aus Team of Teams

We have moved from data poor but fairly predictable settings to data-rich, uncertain ones.

—General Stanley McChrystal with Tantum Collins, David Silverman and Chris Fussel

Wer Team of Teams lesen sollte

Anyone in charge of organizing groups of people
Ambitious entrepreneurs
Anyone interested in working in a team

Über den Autor

General Stanley McChrystal served at the US Army for 34 years before retiring as a four-star general.

David Silverman and Chris Fussell are former US Navy SEAL officers and current senior executives at CrossLead.

Tantum Collins studies international relations as a Marshall Scholar at Cambridge University.

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