What if you could combine the agility, adaptability, and cohesion of a small team with the power and resources of a giant organization? THE OLD RULES NO LONGER APPLY . . . When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and trainingabut none of that seemed to matter. TEACHING A LEVIATHAN TO IMPROVISE Itas no secret that in any field, small teams have many adAsvantagesathey can respond quickly, communicate freely, and make decisions without layers of bureaucracy. But organizations taking on really big challenges canat fit in a garage. They need management practices that can scale to thousands of people. General McChrystal led a hierarchical, highly disciAsplined machine of thousands of men and women. But to defeat Al Qaeda in Iraq, his Task Force would have to acquire the enemyas speed and flexibility. Was there a way to combine the power of the worldas mightiest military with the agility of the worldas most fearsome terrorist network? If so, could the same principles apply in civilian organizations? A NEW APPROACH FOR A NEW WORLD McChrystal and his colleagues discarded a century of conventional wisdom and remade the Task Force, in the midst of a grueling war, into something new: a network that combined extremely transparent communication with decentralized decision-making authority. The walls between silos were torn down. Leaders looked at the best practices of the smallest units and found ways to exAstend them to thousands of people on three continents, using technology to establish a oneness that would have been impossible even a decade earlier. The Task Force became a ateam of teamsaafaster, flatter, more flexAsibleaand beat back Al Qaeda. BEYOND THE BATTLEFIELD In this powerful book, McChrystal and his colleagues show how the challenges they faced in Iraq can be relAsevant to countless businesses, nonprofits, and other orAsganizations. The world is changing faster than ever, and the smartest response for those in charge is to give small groups the freedom to experiment while driving everyAsone to share what they learn across the entire organizaAstion. As the authors argue through compelling examples, the team of teams strategy has worked everywhere from hospital emergency rooms to NASA. It has the potential to transform organizations large and small. From the Hardcover edition.... recall of 800, 000 vehicles two months earlier. A faulty ignition switch had been used in the Chevy Cobalt and the Pontiac G5; a weak spring meant that small amounts of force applied to the key when in the ignitionaa bump by a knee or theanbsp;...
|Title||:||Team of Teams|
|Author||:||General Stanley McChrystal, Tantum Collins, David Silverman, Chris Fussell|
|Publisher||:||Penguin - 2015-05-12|