The Culture Code
The Secrets of Highly Successful Groups
(Sprache: Englisch)
NEW YORK TIMES BESTSELLER • The author of The Talent Code unlocks the secrets of highly successful groups and provides tomorrow's leaders with the tools to build a cohesive, motivated culture.
NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG AND...
NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG AND...
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NEW YORK TIMES BESTSELLER • The author of The Talent Code unlocks the secrets of highly successful groups and provides tomorrow's leaders with the tools to build a cohesive, motivated culture.NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG AND LIBRARY JOURNAL
Where does great culture come from? How do you build and sustain it in your group, or strengthen a culture that needs fixing?
In The Culture Code, Daniel Coyle goes inside some of the world's most successful organizations-including the U.S. Navy's SEAL Team Six, IDEO, and the San Antonio Spurs-and reveals what makes them tick. He demystifies the culture-building process by identifying three key skills that generate cohesion and cooperation, and explains how diverse groups learn to function with a single mind. Drawing on examples that range from Internet retailer Zappos to the comedy troupe Upright Citizens Brigade to a daring gang of jewel thieves, Coyle offers specific strategies that trigger learning, spark collaboration, build trust, and drive positive change. Coyle unearths helpful stories of failure that illustrate what not to do, troubleshoots common pitfalls, and shares advice about reforming a toxic culture. Combining leading-edge science, on-the-ground insights from world-class leaders, and practical ideas for action, The Culture Code offers a roadmap for creating an environment where innovation flourishes, problems get solved, and expectations are exceeded.
Culture is not something you are-it's something you do. The Culture Code puts the power in your hands. No matter the size of your group or your goal, this book can teach you the principles of cultural chemistry that transform individuals into teams that can accomplish amazing things together.
Praise for The Culture Code
"I've been waiting years for someone to write this book-I've built it up in my mind into something extraordinary. But it is even better than I imagined. Daniel Coyle has produced a truly brilliant,
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mesmerizing read that demystifies the magic of great groups. It blows all other books on culture right out of the water."-Adam Grant, New York Times bestselling author of Option B, Originals, and Give and Take
"If you want to understand how successful groups work-the signals they transmit, the language they speak, the cues that foster creativity-you won't find a more essential guide than The Culture Code."-Charles Duhigg, New York Times bestselling author of The Power of Habit and Smarter Faster Better
"If you want to understand how successful groups work-the signals they transmit, the language they speak, the cues that foster creativity-you won't find a more essential guide than The Culture Code."-Charles Duhigg, New York Times bestselling author of The Power of Habit and Smarter Faster Better
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Introduction When Two Plus Two Equals Ten
Let s start with a question, which might be the oldest ques- tion of all: Why do certain groups add up to be greater than the sum of their parts, while others add up to be less?
A few years ago the designer and engineer Peter Skillman held a competition to find out. Over several months, he as- sembled a series of four-person groups at Stanford, the Uni- versity of California, the University of Tokyo, and a few other places. He challenged each group to build the tallest possible structure using the following items:
twenty pieces of uncooked spaghetti
one yard of transparent tape
one yard of string
one standard-size marshmallow
The contest had one rule: The marshmallow had to end up on top. The fascinating part of the experiment, however, had less to do with the task than with the participants. Some of the teams consisted of business school students. The oth- ers consisted of kindergartners.
The business students got right to work. They began talk- ing and thinking strategically. They examined the materials.
They tossed ideas back and forth and asked thoughtful, avvy questions. They generated several options, then honed he most promising ideas. It was professional, rational, and ntelligent. The process resulted in a decision to pursue one particular strategy. Then they divided up the tasks and tarted building.
The kindergartners took a different approach. They did not strategize. They did not analyze or share experiences. They did not ask questions, propose options, or hone ideas. n fact, they barely talked at all. They stood very close to one another. Their interactions were not smooth or orga- nized. They abruptly grabbed materials from one another and started building, following no plan or strategy. When hey spoke, they spoke in
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short bursts: Here! No, here! Their entire technique might be described as trying a bunch of stuff together.
If you had to bet which of the teams would win, it would not be a difficult choice. You would bet on the business school tudents, because they possess the intelligence, skills, and ex- perience to do a superior job. This is the way we normally hink about group performance. We presume skilled individ- uals will combine to produce skilled performance in the same way we presume two plus two will combine to produce four. Your bet would be wrong. In dozens of trials, kindergart- ners built structures that averaged twenty-six inches tall, while business school students built structures that averaged
ess than ten inches.*
Teams of kindergartners also defeated teams of lawyers (who built towers hat averaged fifteen inches) as well as teams of CEOs (twenty-two inches).
The result is hard to absorb because it feels like an illusion. We see smart, experienced business school students, and we find it difficult to imagine that they would combine to produce a poor performance. We see unsophisticated, inexperienced kindergartners, and we find it difficult to imagine that they would combine to produce a successful perfor- mance. But this illusion, like every illusion, happens because our instincts have led us to focus on the wrong details. We focus on what we can see individual skills. But individual skills are not what matters. What matters is the interaction. The business school students appear to be collaborating, but in fact they are engaged in a process psychologists call status management. They are figuring out where they fit into the larger picture: Who is in charge? Is it okay to criticize someone s idea? What are the rules here? Their interactions appear smooth, but their underlying behavior i
If you had to bet which of the teams would win, it would not be a difficult choice. You would bet on the business school tudents, because they possess the intelligence, skills, and ex- perience to do a superior job. This is the way we normally hink about group performance. We presume skilled individ- uals will combine to produce skilled performance in the same way we presume two plus two will combine to produce four. Your bet would be wrong. In dozens of trials, kindergart- ners built structures that averaged twenty-six inches tall, while business school students built structures that averaged
ess than ten inches.*
Teams of kindergartners also defeated teams of lawyers (who built towers hat averaged fifteen inches) as well as teams of CEOs (twenty-two inches).
The result is hard to absorb because it feels like an illusion. We see smart, experienced business school students, and we find it difficult to imagine that they would combine to produce a poor performance. We see unsophisticated, inexperienced kindergartners, and we find it difficult to imagine that they would combine to produce a successful perfor- mance. But this illusion, like every illusion, happens because our instincts have led us to focus on the wrong details. We focus on what we can see individual skills. But individual skills are not what matters. What matters is the interaction. The business school students appear to be collaborating, but in fact they are engaged in a process psychologists call status management. They are figuring out where they fit into the larger picture: Who is in charge? Is it okay to criticize someone s idea? What are the rules here? Their interactions appear smooth, but their underlying behavior i
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Autoren-Porträt von Daniel Coyle
Daniel Coyle
Bibliographische Angaben
- Autor: Daniel Coyle
- 2018, Internationale Ausgabe, 304 Seiten, Maße: 20,7 x 13,8 cm, Kartoniert (TB), Englisch
- Verlag: Bantam
- ISBN-10: 152479709X
- ISBN-13: 9781524797096
- Erscheinungsdatum: 18.01.2018
Sprache:
Englisch
Pressezitat
Advance praise for The Culture CodeI ve been waiting years for someone to write this book I ve built it up in my mind into something extraordinary. But it is even better than I imagined. Daniel Coyle has produced a truly brilliant, mesmerizing read that demystifies the magic of great groups. It blows all other books on culture right out of the water. Read it immediately. Adam Grant, New York Times bestselling author of Option B, Originals, and Give and Take
If you want to understand how successful groups work the signals they transmit, the language they speak, the cues that foster creativity you won t find a more essential guide than The Culture Code. This book is a marvel of insight and practicality. Charles Duhigg, New York Times bestselling author of The Power of Habit and Smarter Faster Better
The Culture Code is a step-by-step guidebook to building teams that are not just more effective but happier. Whether you lead a team or are a team member, this book is a must-read. Laszlo Bock, CEO of Humu, former SVP of People Operations at Google, and author of Work Rules!
Daniel Coyle has a gift for demystifying elite performance and breaking it down into empirical facts. This is indispensable for anyone looking to lead, build, or find an elite culture. Rich Diviney, retired Navy SEAL Officer and director of outreach for the Barry-Wehmiller Leadership Institute
There are profound ideas on every single page, stories that will change the way you work, the way you lead, and the impact you have on the world. Highly recommended, an urgent read. Seth Godin, author of Linchpin
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