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Mastering Collaboration. Make Working Together Less Painful and More Productive - Helion

Mastering Collaboration. Make Working Together Less Painful and More Productive
ebook
Autor: Gretchen Anderson
ISBN: 978-14-920-4168-9
stron: 228, Format: ebook
Data wydania: 2019-03-04
Księgarnia: Helion

Cena książki: 126,65 zł (poprzednio: 147,27 zł)
Oszczędzasz: 14% (-20,62 zł)

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Osoby, które kupiÅ‚y tÄ™ książkÄ™, wybieraÅ‚y także »
Tagi: ZarzÄ…dzanie projektami IT

Collaboration is key for organizations in the 21st century, yet few business people have been trained to teach this skill. How do you advance ideas in a collaborative way and then communicate them throughout your company? In this practical book, author Gretchen Anderson shows you how to generate ideas with others while gaining buy-in from all levels of your organization.

Product managers, designers, marketers, technical leaders, and executives will obtain better insight into how team members work together to make decisions. Through tangible exercises and techniques, you’ll learn how to turn promising ideas into products, services, and solutions that make a real difference in the market.

  • Use a framework to develop ideas into hypotheses to be tested and refined
  • Avoid common pitfalls in the collaboration process
  • Align communication approaches to ensure that collaboration is effective and inclusive
  • Structure events or meetings for different types of collaboration depending on the people involved
  • Practice giving and receiving critiques to foster inclusion without resorting to consensus-based decisions

Dodaj do koszyka Mastering Collaboration. Make Working Together Less Painful and More Productive

 

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Dodaj do koszyka Mastering Collaboration. Make Working Together Less Painful and More Productive

Spis treści

Mastering Collaboration. Make Working Together Less Painful and More Productive eBook -- spis treści

  • Preface
    • Its Complicated: Our Love/Hate Relationship with Collaboration
    • Why I Wrote This Book
    • Who This Book Is For
    • How This Book Is Organized
      • Introduction: Whats Collaboration and What Gets In the Way?
      • Part I: Creating the Right Environment
      • Part II: Setting Clear Direction
      • Part III: Exploring Solutions
      • Part IV: Communicating Clearly
    • Acknowledgments
    • OReilly Online Learning
    • How to Contact Us
  • Introduction
    • What Is Collaboration, and What Gets in the Way
    • Whats Collaboration? And What Isnt?
    • Choose the Right Problem and Moment
      • Taming Complexity
      • Facing Ambiguity
      • Getting Alignment
      • Engaging Employees
    • What Gets in the Way of Good Collaboration?
      • The Environment Favors Independence and Individualism
      • We Start with Unclear Objectives and Structures
      • Expertise and Experience Dominate the Solution Space
      • Ineffective Communication Causes Conflict
    • How to Help Teams Avoid and Overcome Obstacles
  • I. Creating the Right Environment
  • 1. Enlist Everyone
    • Enlist Everyone to Reduce Risks
    • Enlist Everyone to Boost Engagement
    • Enlisting Everyone Brings Up Cultural Differences
    • Cross Cultures, Dont Overthrow Them
    • Troubleshooting Issues with Enlisting Everyone
      • Dealing with Difficult People in Teams
      • Handling a Critical Stakeholder Who Wont Engage
        • So what can I do?
      • Managing Someone Who Is Spread Too Thin
        • So what can I do?
      • Navigating Cultural Conflicts
        • So what can I do?
    • Conclusion
    • Key Takeaways
  • 2. Give Everyone a Role
    • Levels of Contribution
    • Roles for Close Collaborators
      • The Navigator
      • The Driver(s)
      • Critics
      • The Facilitator
    • RACI Models for Stakeholders and Supporters
    • Troubleshooting Roles
      • Assumed Hierarchy in the Team
        • So what can I do?
      • Roles Get Ignored
        • So what can I do?
    • Conclusion
    • Key Takeaways
  • 3. Enable Trust and Respect
    • Trust Comes from Experience
    • Try It, Youll Like It
    • Building Trust Through Vulnerability
    • Leading Teams Toward Trust
    • Protect Trust When Things Go Wrong
    • Troubleshooting Trust Issues
      • No History or Experience Together
        • So what can I do?
      • Micromanaging from Above
        • So what can I do?
      • Mistrust Within the Team
        • So what can I do?
    • Conclusion
    • Key Takeaways
  • 4. Make Space
    • Working with Physical Space
    • Too Much Togetherness
    • Working with Virtual Spaces
      • Virtual Spaces Arent Just for Distributed Teams
    • Troubleshooting (Physical and Virtual) Space Issues
      • No Consistent Space Available
        • So what can I do?
      • Lack of Engagement During Remote Meetings
        • So what can I do?
      • Large Group Meetings Dont Feel Collaborative
        • So what can I do?
    • Conclusion
    • Key Takeaways
  • II. Setting Clear Direction
  • 5. Make a Plan
    • How Ideas Develop
    • Plan to Experiment and Reduce Risks
    • Example Plans to Manage Risks and Consequences
      • Low Risk, Low Consequences
      • Low Risk, High Consequences
      • High Risk, Low Consequences
      • High Risk, High Consequences
    • Timeboxing Over Deadlines
    • How Many Cycles Do I Need?
    • Share Plans to Set Expectations
    • Troubleshooting Planning
      • Working Against a Fixed Deadline
        • So what can I do?
      • Teams Resist Planning
        • So what can I do?
    • Conclusion
    • Key Takeaways
  • 6. Set Clear and Urgent Objectives
    • Developing Good Objectives
      • Be Descriptive, Not Prescriptive
      • Have a Sense of Urgency
      • Ground Objectives in Solving Real-World Problems
    • Approaches and Techniques for Creating Objectives
      • Derive Objectives from a Problem
      • Turn Problem Statements into Objectives
      • Refine Objectives to Be More Useful
      • Keep Track of Knowledge and Assumptions
      • Use the Whitepaper Approach
    • Keep Objectives Visible, and Revisit Them Periodically
    • When Learning Is the Objective
    • Troubleshooting Objective Setting
      • Overly Prescriptive Direction
        • So what can I do?
      • Consequences Not Clear
        • So what can I do?
      • Constant Questioning of Objectives
        • So what can I do?
      • Juking the Stats
        • So what can I do?
    • Conclusion
    • Key Takeaways
  • III. Exploring Solutions
  • 7. Explore Many Possibilities
    • Working Backward, Thinking Laterally
    • Throw Away Constraints, for a While
      • What About When Constraints Are Real?
    • The Path to Great Isnt Straight
    • Troubleshooting Idea Exploration
      • No New Ideas Emerge
        • So what can I do?
      • The Yeah-Buts
        • So what can I do?
      • The Swoop and Poop
        • So what can I do?
    • Conclusion
    • Key Takeaways
  • 8. Make Sound Decisions
    • Democratize Discussion, Not Decisions
    • Make Tension Productive
      • Manage Tension by Framing the Argument
      • Manage Tension by Trading Perspectives
      • Manage Tension with a Disagree and Commit Approach
    • Helping Teams Make Sense of Ideas and Decide What to Pursue
      • Satisficing Versus Optimizing
      • We Want the Best
      • We Want What We Can Imagine
    • Troubleshooting Decision-Making
      • The Popularity Contest
        • So what can I do?
      • Success Criteria Arent Helping
        • So what can I do?
      • Too Much Conflict
        • So what can I do?
    • Conclusion
    • Key Takeaways
  • 9. Find Out What Others Think
    • Share Early and Often
    • Share Especially in Challenging Situations
    • Be Disciplined and Intentional About Sharing
      • Know What You Are Listening For
      • Fidelity Matters
    • Be Disciplined About Gathering Feedback
    • Making Use of What You Learn
      • Dont Get Defensive
      • How to Handle Different Opinions
      • Dont Fear Failure
    • Troubleshooting Getting Feedback
      • Participants Are Confused
        • So what can I do?
      • Leading the Witness
        • So what can I do?
      • Too Many Observers
        • So what can I do?
    • Conclusion
    • Key Takeaways
  • IV. Communicating Clearly
  • 10. Communicate Transparently
    • Transparency Supports Collaboration at Scale
      • More Is Less Communication
    • Be Transparent in Multiple Modes
    • Troubleshooting Transparency
      • The Trough of Despair
        • So what can I do?
      • Sharing What Happens, Not What Matters
        • So what can I do?
      • The Big Reveal Belly-Flop
        • So what can I do?
    • Conclusion
    • Key Takeaways
  • 11. Tell the Story
    • Why Stories Are So Powerful
    • Elements of Storytelling
    • The Oh Shit! Moment
    • The Shape of Stories
    • Laddering
    • What a Character!
    • Note-Taking Supports Storytelling
    • Troubleshooting Storytelling
      • No Struggle to the Story
        • So what can I do?
      • Inconsistent Audience
        • So what can I do?
    • Conclusion
    • Key Takeaways
  • 12. Conclusion
  • Index

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