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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Fixing a Self-Sabotaging Team
內容大綱
Teams under pressure often fall back on dysfunctional coping mechanisms that are deeply rooted in human evolutionary psychology. The group works like a pack, instinctively looking for ways to alleviate its members' collective anxiety. It might unconsciously ascribe an unwanted role, such as scapegoat or savior, to one or more members and lapse into skewed interactions-for example, directing its energy toward fighting a common enemy, whether real or perceived, rather than advancing its actual mission. The authors discuss how to spot these harmful patterns and break their hold. They describe a powerful tool deployed in their work with top teams: sociograms, or pictorial representations of team members, their connections, and their interactions. By understanding the unconscious forces that influence them in times of stress, teams can become less captive to such forces and more engaged with improving performance.