Quotes about Team Collaboration

Yet Allied unity remained the central principle of his command and he would go to great lengths to preserve it, including self-delusion. "The team is working well," he wrote Marshall in September.

co-location of its teams with its clients.

On the other hand, a system being developed by five different teams, each of which includes seven developers, cannot make progress unless the system is divided into well-defined components with reliably stable interfaces. If no other factors are considered, the architecture of that system will likely evolve into five components—one for each team.

The team is working along at a certain productivity. Then new staff is added. Productivity plummets for a few weeks as the new people suck the life out of the old people. Then, hopefully, the new people start to get smart enough to actually contribute.

You should choose a set of simple rules that govern the format of your code, and then you should consistently apply those rules. If you are working on a team, then the team should agree to a single set of formatting rules and all members should comply.

Programming is a social activity.

With the company, we should look deeply at the organization itself—how well people communicate with one another, how quickly and fluidly information is passed along. If people are not communicating, if they are not on the same page, no amount of changes in the product or marketing will improve performance.

This will rule out working in groups larger than a handful of people—above a certain number, political considerations inevitably rise to the surface. This means working for yourself or on very small startups.

It is the lone worker who makes the first advance in a subject: the details may be worked out by a team, but the prime idea is due to the enterprise, thought, and perception of an individual.

Most achievements in science are to a certain degree group efforts.

To build a business, we need decision-makers and decision-followers. He who takes decisions is the karta. He who follows decisions is called a karya-karta.

I was raised not to be rude, but I also try to get the best work out of people.

it is the ability to state a goal and reach it, through the efforts of other people, and satisfy those whose judgment one respects, under conditions of stress.

I can't live and hold the camera, someone gotta take this

and the rest of Sales, Marketing, and Publicity) have created the brightest of places for me to live, breathe, and work, and I am thrilled out of my head to be there.

But Burnham also created an office culture that anticipated that of businesses that would not appear for another century. He installed a gym. During lunch hour employees played handball. Burnham gave fencing lessons. Root played impromptu recitals on a rented piano. "The office was full of a rush of work," Starrett said, "but the spirit of the place was delightfully free and easy and human in comparison with other offices I had worked in.

Churchill did not and frankly could not manage the staggering pressure of directing the war by himself. He relied heavily on others, even if sometimes these others merely served as an audience on whom he could test his thoughts and plans.

You had to trust the people you worked with completely or not at all

the definition of "manager" should be broadened: individual contributors who gather and disseminate know-how and information should also be seen as middle managers, because they exert great power within the organization.

Keep in mind that a meeting called to make a specific decision is hard to keep moving if more than six or seven people attend. Eight people should be the absolute cutoff.

A team will perform well only if peak performance is elicited from the individuals in it. This

With a tracer bullet approach, you can implement very small bits of functionality very quickly, and get immediate feedback on how well your team communicates and delivers.

Nothing hinders morale more than when team members with separate agendas are pulling against one another.

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