- Team leaders who delivered the best results worked as bridges between the team and its external environment… they made sur ehte righ tinfomrationa nd resources were getting ot the team… successful leaders monitoiered what other teams were doing (1) – page 37 2
- When people were assigned low power positions, they wanted more cleansing products when made to feel that they were using their friends for their own benefit (2) – page 81
- The days of the lone genius are over… creative and scientific work has migrated to teams… the realy great ideas were much more leikly ro come from cross insitutational colaborations rater than from teams from the same unviersity, la , or reasearch center… the most successful teams avoided ht trap of always working with the same people and worked with newcomers (3) – page 93
- The highest ranked ideas came from managers who had contacts outside their immediate work group… unfortunately, most managers gravitated towards consulting with colleagues already close to them and had suboptimal ideas (4) – page 98
- There’s an optimal level of network density, about 40 percent… when our netowrk gets too sparse, you lose connectivity… you can’t put all your ideas into action (5) – page 98 3
- In today’s hyperconnected world, we can link to anybody in just over 4 degrees (6) – page 106 3
- People’s identities are based just s much on the fure possibiltiies they enivsion for themslevs ass ehy are on their past and presetn states (7) – page 130 4
- When woman act like a leader, they are perceived as too manly and aggressive, but if they act like awoman, teir eladerhsip potential can go unrecognized (8) – page 144 4
References
- Bridging the boundary external activity and perfomranc ein rganizational teams
- The contaminating effects of building isntrumental ties how networking can make us feel dirty
- The increasing dominance of teams in production of knowledge
- Structral holes and good ideas, Collaboration netwrks structurla holes and innovation a longitudinal study
- The search transfer problem the role of weak ties in sharing knowledge across organization subunits, Resources and relationships social networks na mobiity in the workplace
- We are so close, less than 4 degrees separating you and me
- Possible selves
- Taking gender into account theory and design for womens leaderhspi development programs