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|a Anderson, Gretchen
|c (Product manager),
|e author.
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1 |
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|a Mastering collaboration :
|b make working together less painful and more productive /
|c Gretchen Anderson.
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| 250 |
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|a First edition.
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| 264 |
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1 |
|a Sebastopol, CA :
|b O'Reilly Media,
|c 2019.
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| 264 |
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|c ©2019
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| 300 |
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|a 1 online resource
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|a text
|b txt
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|a computer
|b c
|2 rdamedia
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| 338 |
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|a online resource
|b cr
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| 500 |
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|a Includes index.
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| 588 |
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|a Online resource; title from PDF title page (EBSCO, viewed March 7, 2019).
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0 |
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|a Intro; Copyright; Table of Contents; Preface; It's Complicated: Our Love/Hate Relationship with Collaboration; Why I Wrote This Book; Who This Book Is For; How This Book Is Organized; Introduction: What's 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; O'Reilly Online Learning; How to Contact Us; Introduction; What Is Collaboration, and What Gets in the Way; What's Collaboration? And What Isn't?; Choose the Right Problem and Moment
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|a Taming ComplexityFacing 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; Part I. Creating the Right Environment; Chapter 1. Enlist Everyone; Enlist Everyone to Reduce Risks; Enlist Everyone to Boost Engagement; Enlisting Everyone Brings Up Cultural Differences; Cross Cultures, Don't Overthrow Them
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| 505 |
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|a Troubleshooting Issues with Enlisting EveryoneDealing with Difficult People in Teams; Handling a Critical Stakeholder Who Won't Engage; Managing Someone Who Is Spread Too Thin; Navigating Cultural Conflicts; Conclusion; Key Takeaways; Chapter 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; Roles Get Ignored; Conclusion; Key Takeaways; Chapter 3. Enable Trust and Respect; Trust Comes from Experience
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| 505 |
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|a Try It, You'll Like ItBuilding Trust Through Vulnerability; Leading Teams Toward Trust; Protect Trust When Things Go Wrong; Troubleshooting Trust Issues; No History or Experience Together; Micromanaging from Above; Mistrust Within the Team; Conclusion; Key Takeaways; Chapter 4. Make Space; Working with Physical Space; Too Much Togetherness; Working with Virtual Spaces; Virtual Spaces Aren't Just for Distributed Teams; Troubleshooting (Physical and Virtual) Space Issues; No Consistent Space Available; Lack of Engagement During Remote Meetings; Large Group Meetings Don't Feel Collaborative
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|a ConclusionKey Takeaways; Part II. Setting Clear Direction; Chapter 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; Teams Resist Planning; Conclusion; Key Takeaways; Chapter 6. Set Clear and Urgent Objectives; Developing Good Objectives
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| 590 |
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|a O'Reilly
|b O'Reilly Online Learning: Academic/Public Library Edition
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| 650 |
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|a Teams in the workplace.
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| 650 |
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|a Work environment.
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|a Équipes de travail.
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| 650 |
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| 650 |
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|2 fast
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| 776 |
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|i Print version:
|a Anderson, Gretchen (Product manager).
|t Mastering collaboration.
|b First edition.
|d Sebastopol, CA : O'Reilly Media, Inc., [2019]
|w (DLC) 2019275315
|
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|u https://learning.oreilly.com/library/view/~/9781492041726/?ar
|z Texto completo (Requiere registro previo con correo institucional)
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