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by Robin Sharma
Lead Your People to Go After Big Challenges, Not Each Other
Good Team, Bad Team by Sarah Thurber and Blair Miller examines the dynamics that make teams succeed or fail. The book offers practical tools and strategies for fostering collaboration and enhancing team performance.
Have you ever found yourself mystified by the way a colleague approaches a problem? You might think their strategy is slow, or scattered, or just plain wrong. But here’s the thing: chances are, they're thinking the exact same thing about you.
It turns out that we all have measurable differences in the way we like to solve problems. These are called thinking preferences. Once you understand them, you gain a powerful lens that can help you interpret behaviors that once seemed baffling.
According to research by Gerard Puccio at SUNY Buffalo, there are four main thinking preferences that people tend toward when tackling a challenge: clarifying, ideating, developing, and implementing.
People who prefer to clarify like to really analyze and understand a problem before proceeding. They ask lots of questions and gather data. In contrast, those who prefer to ideate want to explore possibilities and generate ideas right away. People with a preference to develop like to compare options and craft detailed solutions. And those who prefer to implement want to spring into action and get things done.
Most of us have one or two dominant preferences. And we tend to assume everyone else thinks the same way we do. So when a colleague takes a radically different approach, we’re often quick to label it as wrong or problematic, rather than simply different.
This leads to all sorts of misunderstandings and friction. The person who prefers to clarify gets frustrated when the ideator wants to brainstorm without fully defining the problem first. The implementer gets impatient with the developer’s desire to perfect the plan before acting.
So, the next time you find yourself judging a teammate’s problem-solving style, hit pause. Consider that their thinking preference may simply be different from yours. In fact, having diverse preferences on a team is a strength, not a weakness. You need all four types of thinking to produce the best solutions.
To leverage cognitive diversity, work to understand each person’s unique perspective. What energizes them? What strengths do they bring? Assign tasks that play to those strengths. The clarifier can gather data. The ideator can brainstorm possibilities. The developer can compare options and craft a plan. And the implementer can rally the team to action.
When you recognize thinking preferences, you stop seeing others as obstacles and start seeing them as assets. And that leads to much more effective collaboration – and better results. So embrace the differences. They’re the key to unlocking your team’s true potential.
Good Team, Bad Team (2024) provides a powerful guide to transforming team dynamics and performance. Discover how to leverage thinking preferences, foster trust, and build a shared purpose to unlock your team’s full potential. Get ready to elevate collaboration and achieve remarkable results.
Good Team, Bad Team (2020) delves into the dynamics of teamwork and explains how to foster a positive team culture in any organization. Here's why this book stands out:
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Try Blinkist to get the key ideas from 7,500+ bestselling nonfiction titles and podcasts. Listen or read in just 15 minutes.
Start your free trialBlink 3 of 8 - The 5 AM Club
by Robin Sharma
What is the main message of Good Team, Bad Team?
Recognize key traits of effective teams to enhance team performance and avoid common pitfalls.
How long does it take to read Good Team, Bad Team?
The estimated reading time for Good Team, Bad Team is brief. The Blinkist summary can be read quickly.
Is Good Team, Bad Team a good book? Is it worth reading?
Good Team, Bad Team is worth reading for practical insights on team dynamics and improvement strategies.
Who is the author of Good Team, Bad Team?
Sarah Thurber & Blair Miller are the authors of Good Team, Bad Team.
What is the main message of Good Team, Bad Team?
The main message is understanding the key factors that differentiate good teams from bad ones.
How long does it take to read Good Team, Bad Team?
Estimated reading time varies. The Blinkist summary can be read in a short amount of time.
Is Good Team, Bad Team a good book? Is it worth reading?
The book offers valuable insights into team dynamics, making it a worthwhile read for those interested in team performance.
Who is the author of Good Team, Bad Team?
Sarah Thurber & Blair Miller are the authors of Good Team, Bad Team.