Collaborative Intelligence: Using Teams to Solve Hard Problems
Intelligence professionals are commonly viewed as solo operators. But these days intelligence work is mostly about collaboration. Interdisciplinary and even inter-organizational teams are necessary to solve the really hard problems intelligence professionals face. Tragically, these teams often devolve into wheel-spinning, contentious assemblies that get nothing done. Or members may disengage from a team if they find its work frustrating, trivial, or a waste of their time. Even teams with a spirit of camaraderie may take actions that are flat-out wrong. But there is also good news. This book draws on recent research findings as well as Harvard Professor Richard Hackman’s own experience as an intelligence community researcher and advisor to show how leaders can create an environment where teamwork flourishes. Hackman identifies six enabling conditions – such as establishing clear norms of conduct and providing well-timed team coaching – that increase the likelihood that teams will be effective in any setting or type of organization.. Although written explicitly for intelligence, defense, crisis management, and law enforcement professionals it will also be valuable for improving team success in all kinds of leadership, management, service, and production teams in business, government, and nonprofit enterprises.
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accomplish activities actually adversaries analytic teams assess bers capabilities challenging Chapter coaching interventions coacting groups collaboration collective communities of practice competent consequential context coordination create creative crew crowdsourcing designed discussion dynamics enabling conditions example experience expertise Figure focus groupthink Hackman help a team identify intel intelligence analysts intelligence community intelligence professionals intelligence teams interaction interdependent intergroup interpersonal knowledge launch leadership teams midpoint motivation ofteam ofthe operate organizational outcomes overall performance strategy person PLG simulations possible prediction markets problems process losses Project Looking Glass real team red team requires responsibility Rhonda shared skills sneaker net social social loafing sometimes specific Stephen Kosslyn structured team behavior team dynamics team effectiveness team leaders team performance team processes team purposes team task team’s teammates teamwork things tion Wageman wisdom of crowds Woolley