Download E-books The Jazz Process: Collaboration, Innovation, and Agility PDF

By Adrian Cho

"An insider’s advisor to translating the artistic thoughts of jazz to the enterprise world.”

Scott Berkun, writer of The Myths of Innovation

 

What Can Your staff research From Jazz Musicians?

 

Experienced jazz musicians practice particular ideas to collaborate, execute, and deal with switch in genuine time--delivering remarkable innovation within the face of continuous strain and danger. Now, jazz musician and collaboration specialist Adrian Cho exhibits how one can use a similar ideas to dramatically enhance any team’s performance.

 

Cho systematically introduces the Jazz approach and demonstrates the way it may help cross-functional groups enhance teamwork, innovation, and execution. You’ll research new how one can motivate and combine powerful person contributions from passionate and devoted practitioners, and provides them greatest autonomy whereas ensuring your project’s “music” by no means degenerates into chaotic “noise.”

 

Through a number of case stories, Cho exhibits you ways high-performance groups in achieving their success.

 

• grasp 5 middle rules of operating in groups: use barely enough ideas, hire most sensible expertise, positioned the crew first, construct belief and recognize, and commit with passion

• determine a pragmatic framework for potent, non-stop execution

• Collaborate extra successfully with crew individuals, shoppers, buyers, companions, and suppliers

• grasp the necessities of group execution: listening for swap, prime on call for, performing transparently, and making each contribution count

• decrease the “friction” linked to collaboration--and raise the synergy

• Use shape, pace, pulse, and groove to keep up positive momentum

• know about the significance of fit tasks and teams

• Innovate by means of changing rules and taking the ideal measured risks

• for each practitioner, chief, and supervisor attracted to recovering results

 

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Additional resources for The Jazz Process: Collaboration, Innovation, and Agility

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A hundred sixty five Contributing in Collaborative situations . . . . . . . . . one hundred sixty five Measuring Contributions: asserting extra with much less . . one hundred seventy Timing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178 situation and Proximity . . . . . . . . . . . . . . . . . . . . . 179 half III: Executing bankruptcy 10 decrease Friction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185 recommendations of Friction . . . . . . . . . . . . . . . . . . . . . . . 185 decreasing Friction . . . . . . . . . . . . . . . . . . . . . . . . . . 188 Optimizing Friction . . . . . . . . . . . . . . . . . . . . . . . . one hundred ninety Contents xi Chapter eleven retain Momentum . . . . . . . . . . . . . . . . . . . . . . . . . . . 197 recommendations of Momentum . . . . . . . . . . . . . . . . . . . . 197 shape . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199 pace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202 Pulse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205 Groove . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207 Momentum in a company . . . . . . . . . . . . . . . 210 protecting Momentum . . . . . . . . . . . . . . . . . . . . 212 bankruptcy 12 remain fit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219 the significance of overall healthiness . . . . . . . . . . . . . . . . . . . 219 reasons of harm . . . . . . . . . . . . . . . . . . . . . . . . . . . 223 Prevention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225 persistent stipulations . . . . . . . . . . . . . . . . . . . . . . . . 227 restoration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228 surprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231 tracking future health . . . . . . . . . . . . . . . . . . . . . . . . . 231 half IV: Innovating bankruptcy thirteen trade principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 237 Creativity and Innovation . . . . . . . . . . . . . . . . . . . . 237 advantages of Innovation . . . . . . . . . . . . . . . . . . . . . . 239 allowing Innovation with Collaboration . . . . . . . . . 240 allowing Innovation with range . . . . . . . . . . . . . 242 permitting Innovation with discussion . . . . . . . . . . . . 244 Fostering Innovation . . . . . . . . . . . . . . . . . . . . . . . 246 bankruptcy 14 Take Measured hazards . . . . . . . . . . . . . . . . . . . . . . . . . . . 251 coping with hazard . . . . . . . . . . . . . . . . . . . . . . . . . . . 251 dangers of Failing to Diversify . . . . . . . . . . . . . . . . . . . 252 hazards of utilizing most sensible Practices . . . . . . . . . . . . . . . 253 Taking dangers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 255 dangers of utilizing barely enough ideas 255 hazards of using most sensible expertise 256 xii The Jazz strategy Risks of placing the workforce First dangers of establishing belief and recognize hazards of Committing with ardour dangers of Listening for swap hazards of major on call for dangers of performing Transparently hazards of constructing Contributions count number hazards of decreasing Friction dangers of preserving Momentum hazards of Staying fit hazards of replacing principles 257 258 258 259 261 261 263 263 263 264 264 Coda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 267 Works stated . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269 Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281 Contents xiii This web page deliberately left clean List of Figures determine I. 1: rate of collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 determine I. 2: good thing about synergy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . three determine I. three: working framework for collaborative functionality . . . . . . . . . . . . . . . . . . . . . 6 determine I. four: Innovation on the topic of measurement of crew for 3 various actions . . . . . . . . . . . . 14 determine 1. 1: Sensitivity to code alterations in the course of a software program improvement undertaking . . . . . . . . 25 determine 1. 2: Innovation and chance of instability in the course of a jazz functionality .

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