Tag Archives: trust

October 19, 2018

Cultures of Trust: Sources, Risks and Rewards | Agenda for our #orgdna #globalchat 10/27/18

By Chris Jones

Those who delve into organizational culture are often overwhelmed by it’s complexity. It is the result of decades of behaviors, both good and bad, the sum product of what an organization thinks of itself.

Those who know trust know its deeply embedded in our healthy relationships, and absent from our dysfunctional ones.  It often provides the spark for collaboration, the genesis of effective teams.

Together, the evolution of trust and culture can spawn a dizzing array of outcomes. Evolution is inspiring that way.

The had part is charting a course.  If we imagine of web of narrow but interconnected paths, we can follow the journeys that take us toward trust and culture.  These can lead us, with care and nourishment, to bonafide cultures of trust.  It is the end state of most enterprising CEO’s, and the holy grail of OD, or Organizational Development.

How do we get there from here?

In our Saturday 10/27/18 chat, we discussed these evolutionary threads, with this outline:

  • Q1. Sources of Trust. How can leaders and staffers instill trust across on organization in real time, when trust is painstakingly built over time? Could any of S.M.R. Covey’s “Speed of Trust” principles help?
  • Q2. Sources of integrative Culture. Are leaders able to shape an integrative, trusting culture change directly, or must they wait for it to evolve over years and decades?
  • Q3. Alchemy of Simple Rules. What simple rules might help trust and culture evolve together, as the prevailing forces come in contact? Can any factors accelerate the chemical reaction?
  • Q4. Risks when Trust is pervasive. Does a bias for trust expose the organization to manipulation and foul play? How might leaders and staffers guard against this?
  • Q5. Cultures of Trust: the Rewards. What are the most lasting benefits in a culture of trust? How do we know we have built one? What will we see?

Like trust and culture, it will take time for the conversation to evolve.  Stay with us.  Its going to be a journey.

We’ll continue to unpack the #futureofwork through the lens of social complexity each month, now on most 3rd or 4th Saturdays, from 1-3pm UTC, i.e., 9-11am ET, 2-4pmUK.  Stop in at any point during the 2-hour conversation. Can’t make that time? Feel free to tweet thoughts/inputs/comments using hashtags #orgdna #globalchat, or post comments to this blog.

It’s been a great exchange. We’re 6-years in, and gaining momentum. Transcripts of our conversations abound, elsewhere on this site. We hope you’ll join us.

See you online!

Chris Jones | @sourcepov | Charlotte NC

How does a twitter chat work?  It starts on Twitter. We recommend a streaming app like TweetDeck. Just append #orgdna to your tweets adding #orgdev #agile #agility #complexity and/or #futureofwork to specific tweets, as relevant. This expands the thread to others who might be interested. Sometimes we’ll chat in the #orgdna stream in real-time, like a flash mob, with insights just popping up.  But for the in-depth discussion, join us at the appointed hour on Twitter.

What is #orgdna?  It’s a self-selecting community of #orgdev thinkers, discussing collaborative aspects of the organization since 2012. 

What is a #globalchat?  This may be the first one.  Many challenges facing the modern organization are global in nature, or in impact. I’m hoping #orgdna can make #globalchat a more frequent and welcome exchange, with increasing scope of participation and value.

Do we have an agenda?  Yes, but it’s evolving as we learn. We’ve captured our key ideas and themes to date using Coggle, and our #orgdna roadmap is posted here (CC4-BY-SA). Have a look, and share your thoughts.

1 Comment   |  tags: , , , , , , , , , , | posted in culture, trust

August 17, 2018

Are we embracing Complexity and Agility too late? #orgdna #globalchat SAT 8.25.18 1-3pGMT

By Chris Jones

The 21st century has a breakneck feel, and it’s difficult for organizations to keep up. We try to focus on the work in front of us, but our attention is continually flooded with changing priorities, better options and new ideas. The sum total of our collective global knowledge base taunts us, always just a few clicks away.

How can individuals and teams be expected to function? How can organizations thrive?

Amid this torrent, notions of complexity and  agility are intriguing. Could they represent better ways to navigate the flood of ideas? Most experts and academics say ‘yes’.  Unfortunately, the words get dropped into meetings and board rooms like all the latest buzz words. Yet both concepts hint at important, underlying themes:

  • Complexity is a paradigm shift in how we see the world, less focused on empirical cause and effect, more on networks of interdependent actors that can learn and co-create organically; it’s where the whole can’t be predicted by the sum of the parts; where initial conditions and critical mass play key roles; where new thinking, under the umbrella of emergence, marks new pathways for adaptation, aka continuous improvement
  • Agility is a paradigm shift of it’s own, whereby organizations become more nimble in response to change; trust regains center stage; adaptation becomes a critical skill; incremental approaches open new ways to solve problems

Changes like these are at once exciting, and daunting. Our ability to work together and learn together is at the core in our #futureofwork. To me, complexity and agility are integral aspects of how work needs to get done in a highly interdependent world. So I think it’s critical that we understand these concepts, embrace them, and put them to work.

I just hope we’re not taking on these challenges too late. Let’s discuss.

In our 8/25/18 #orgdna #globalchat, we’ll examine agility as an outcome, through a complexity lens.  To lay a foundation, we’ll focus first on key initial conditions:

  • Q1. Trust Networks. Why is trust needed for collaborative dialog to emerge? To enable agility?
  • Q2. Agile and the Price of Speed. Can a simple methodology help organizations move faster? Within what constraints?
  • Q3. Small Wins. What makes notions like “minimum viable product” so essential?
  • Q4. Adaptive Governance. Can there be oversight without bureaucratic grid lock? What is the new role of leaders? Do we still need Kotter-style coalitions?
  • Q5. Making Sense of Complexity. Why is this a critical 21st century skill? Why are we so late to embrace it?
  • Q6. A Collaborative Culture. Why is an organization’s collective mindset an important initial condition? Is this happening too slowly to allow the emergence of organizational agility?

Lots to talk about. And because it will take time to unfold, it’s going to be a journey.

This outline will inform our follow-on conversations.  We’ll continue to unpack the #futureofwork through the lens of social complexity each month, now on 3rd or 4th Saturdays, from 1-3pm GMT, i.e., 9-11am EDT. Stop in at any point during the 2-hour conversation. Can’t make that time? Feel free to tweet thoughts/inputs/comments using hashtags #orgdna #globalchat, or post comments to this blog.

It’s been a great exchange so far. We’re 6-years in, and gaining momentum. Transcripts of our conversations abound.

We hope you’ll join us for the next one. See you online!

— Chris Jones – @sourcepov –  Charlotte NC

How does a Twitter Chat work?  We recommend a streaming app like TweetDeck. Just append #orgdna to your tweets adding #orgdev #agile #agility #complexity and/or #futureofwork to specific tweets, as relevant, to expand the thread. Sometimes we’ll chat in the #orgdna stream in real-time, like a flash mob, with insights just popping up.  But for the in-depth discussion, join us at the appointed hour on Twitter.

What is #orgdna?  It’s a self-selecting community of #orgdev thinkers, discussing collaborative aspects of the organization since 2012. 

What is a Global Chat?  This may be the first one.  Many challenges facing the modern organization are global in nature, or in impact. I’m hoping #orgdna can make #globalchat a more frequent and welcome exchange, with increasing scope of participation and value.

Do we have a Master Agenda?  Yes, but it’s evolving, as we learn more. We’ve captured many of our ideas and themes to date using Coggle. Our roadmap is posted on this site (CC4-BY-SA). Have a look, and share your thoughts.

1 Comment   |  tags: , , , , , , , | posted in agility, complexity, future of work

June 6, 2018

Being Agile: On the Path to Organizational Agility | #orgdna on the #futureofwork (discussed 6/11/18)

By Chris Jones

Like so many buzz words in the corporate lexicon, notions of agility get dropped often in work settings. Who doesn’t want to get the important things done faster? Even moreso, the Agile methodology, born and bred in the world of software development, introduces a welcome path to help get there.

Easy enough?

Well, no. Actually, it’s as difficult as can be. Because changing how we think, how we work together, and how we attack problems is painful, and sometimes slow. Agile champions and enthusiasts may beat the drum of change, but their energy doesn’t always sink in, or sustain.

If Agile is a path to organizational and corporate agility, it’s going to be more of a journey.

Agile is as much a mindset as a methodology. It’s not just the steps and the formats. It’s a social paradigm shift. Consider.  How and when should we engage others? How do we get comfortable with ceding control? Are we able to develop a bias for trust?

No small challenge, agility, but I think it’s the essential path. The 21st century marketplace demands a quickened pace. The nimble will survive.

So let’s get to it.

In our 6/11/18 #orgdna chat, let’s discuss a few of the critical elements that are key initial conditions on the path to agility:

  • Q1. Quickened Pace. Can you and your team(s) pick up the pace of decision-making, even to the extent of a sprint?
  • Q2. Flexibility. Will your and your team(s) be willing to shift direction midstream?
  • Q3. Cross-Functional Engagement. What level of cooperation can you achieve?
  • Q4. Commitment. Are stakeholders truly empowered to own solutions and take risks (vs. lip service)?
  • Q5. Permission for Transparency. Is everyone (including/especially those “up the chain”) ready for honest appraisals of gaps?
  • Q6. Flow of Work. Agility is fueled by an organic, opportunistic flow of work, not what we are used to: structure and control. Are you and your team(s) ready?

Lots to talk about, all of it foundational to becoming agile.  Let’s discuss, and put some stakes in the ground.

The mission? We’re continuing to unpack the #futureofwork through the lens of social complexity, and I hope you’ll join us.  We meet monthy, mostly on 3rd or 4th Mondays, from 9-11pm. For June, we’re holiday hopping, and it’s a 2nd Monday.

See? We’re being agile already. Hold on for the ride.

Chris Jones, aka @sourcepov, Charlotte NC

 

How does a Twitter Chat work? We recommend a streaming app like TweetDeck. Just append #orgdna to your tweets adding #orgdev #agile #agility and/or #futureofwork to specific tweets, as relevant, to expand the thread. Sometimes we’ll chat in the #orgdna stream in real-time, like a flash mob, with insights just popping up.  But for the in-depth discussion, join us at the appointed hour on Twitter. It’s always lively, and we hope you’ll join us! 

 

1 Comment   |  tags: , , , , , , , , | posted in agile, organizational development

December 19, 2016

Takeaways on Culture for 2016: what we discussed and what we learned at #orgdna

By Chris Jones

Change is all around us. It is our 21st century zeitgeist, our greatest challenge, and our daily focus. What are we doing about it?

We had 5 #orgdna chats August-December 2016 with a focus on culture change, with a progressive level of input and engagement. To me, that says we’ve tapped a topic that resonates, and gathered a group with much to say about it.

As we close 2016, we are looking forward to resuming book reviews in early 2017.

As we transition, we used our final December chat on 12/19/16 we put some stakes in the ground on the org culture topics we’ve covered this year.  What have we learned so far? What are the key takeaways? Here our five 2016 Org Culture transcripts, providing much of the insight on that.

Here are the major themes that provided the frame for our takeaways chat:

  • Q1. Culture w/ Scale: silos vs. networks; can we predict how much structure is needed?
  • Q2. Culture, in Time: do we act: early? often? what are the signals?
  • Q3. Change Skills for Culture: how do we build empathy that ensures deep listening?
  • Q4. Leadership Skills for Change: how do we align w/ change in markets, workforce demands, in the zeitgeist?
  • Q5. Adaptation w/ Complexity: can we instll flexibility at the edges?

As we start planning for 2017, I hope you’ll continue to join us 3rd MONDAYs at 9pm ET. The community is still growing. We’d love to add your voice and your insights.

In terms of mechanics, just access the conversation via your Twiter account. We’ve found success using a streaming app like TweetDeck. Just be sure to embed #orgdna in your tweets .. and we’ll see you online !!

Chris aka @sourcepov

1 Comment   |  tags: , , , , , , , | posted in culture

September 18, 2016

The Price of Growth: Losing Our Edge, and the Impact(s) of Org Culture

By Chris Jones

We’ve all seen organizations change as they’ve grown. This is a part of any group’s natural evolution. With scale organizations encounter new demands, acquire new talent, and find ways to navigate the many new relationships that form. But what is lost in the process?

What are the forces that cause us to lose those advantages that entrepreneurs and small businesses hold dear?

Is an organization’s culture part of the answer, or part of the problem?

Important ideas are circulating here, very much aligned with our past few #orgdna conversations on cultural forces. Major thanks to #orgdna member Mark Britz for his recent blog post that’s helped us frame this topic. We’ve been viewing organization change and culture through a system thinking lens, to help us understand the dynamics. Along the way, we’ve started to apply a complex systems overlay to the dialog, to help us understand the interactions that happen with large groups.

Now we focus on the impact of scale.  Let’s take a look at some of the forces.

Span of Influence.  First, its worth reflecting that as organizations scale, the number of relationship multiples rapidly. The communication among leaders and members that is possible when very small starts to break down with growth. So intermediate sub-leaders are appointed, and specialization of roles and functions begins. There is a natural evolution of complexity as small organizations get larger. This challenges any leader to rethink their approach and processes, on all management topics ranging from motivation to communication to strategy setting.

Cultural Loopback.  Second, it helps to understand culture is both an emergent outcome of an organization, while at the same time providing a set of guiding principles back to that organization as it evolves.  That means culture is both influencing and influenced by the people that make it up. If that sounds complex, it’s no wonder. Linear cause and effect forces don’t work in large groups, because the dynamics are so intertwined as to make outcomes unpredictable. It’s why leaders usually struggle to drive transformation agendas. It’s why culture change is so difficult.

But this is just the starting point. Expanding relationships and the 2-way dynamics of culture are only two forces that occur with growth. There are likely many more.

In our M 9/19 9pm ET chat, let’s exlore the implications, expanding on some of Mark’s questions:

  • Q1. What are additional drivers of change, with growth? What else influences how an organization culture changes as it scales?
  • Q2. What signals change? How can we know culture change is happening?
  • Q3. Must we lose our edge? Can the benefits of small (e.g. being nimble and low-cost) survive inevitable growth that comes with success?
  • Q4. What must Leaders do? Complex forces can be paralyzing. What can/should leaders do to accommodate healthy growth and healthy culture?

Our group is a loose band of change-minded thinkers. We come together virtually and rekindle these discussions every 3rd Monday at 9pm ET. Simply add the #orgdna hashtag to your tweets, and join the conversation. We recommend a streaming app like Tweet Deck for the best real time experience.

From there, the rest is up to the group. The conversation will flow where you help us take it. It’s almost always a lively exchange. And watch for a PDF transcript here, after our chat, courtesy John Lewis of Holosoft.

Hope to see you online.

Chris (aka @sourcepov)

 

1 Comment   |  tags: , , , , , , , , , , | posted in culture

February 14, 2016

Would You Recognize a Transformational Leader?

By Chris Jones

While the literature on leadership is both broad and deep, the special requirements of transformational change raise the bar. As the 2nd of three entries in our series on Transformation, we wanted to build on a few of the takeaways (transcript) from our January series kick-off (framing). We introduced the fundamentals, with many references to the role of leaders.

Typical business case studies include merger & acquisitions, downsizings, and adopting of new products or services. But on broader public and political scales, these demands are evident as well. Both Canadian and U.S. elections have demonstrated what traits are demanded from leaders, with evaluations being rendered in the form of popular elections.

I’ve found with transformational change it isn’t enough simply to listen or engage:

Beyond familiar keywords are significant interpersonal and motivational challenges that are daunting for anyone under pressure. Providing strong leadership during high stakes change is profoundly difficult.

So what are the traits or characteristics we’d want to see? How will we know a transformational leader when we see one?

Here are a few questions designed to explore this critical, if not timely, topic.

  • Q1. How does a leader’s integrity and character enable or block transformation?
  • Q2. Building trust is crucial in any relationship; why is it so much more important during times of change?
  • Q3. Letting go of control requires trust in team and enough humility to let go; is this possible when all eyes (BOD, Wall St., voters) are watching? How?
  • Q4. Being adaptable often loses out to consistency in the calculus of profits and Wall St. and social platforms. How do risk taking (in the form of flexibility) enable transformation?
  • Q5. Last time, we discussed ‘owning the end state;’ clear accountability is critical and often shared in successful organizations; how can a leader keep this in focus?

We hope you’ll join the conversation. We meet every 3rd Monday from 10-11 p.m. ET, though we often start early and finish late to accommodate time zones. We use hashtag #orgdna, but will often tap related tags when we’re discussing relevant topics, e.g., #leadership (this month!), #orgchange, #leadchange and #workforce.

Looking forward to what’s almost always a lively conversation!

Chris aka @sourcepov, Charlotte NC

1 Comment   |  tags: , , , , , | posted in leadership, transformation

January 17, 2016

Unpacking Transformation: What are the Critical Building Blocks?

By Chris Jones

Everybody knows. The only constant in today’s world .. and in today’s organization .. is change. More and more, however, it is transformative change. Not the gradual, barely visible, frog-in-boiling-water variety. It’s gut-wrenching change, change that that leaves you in a completely different place than when you began.

Like the farm house carried from Kansas to Oz, transformation is about a fundamentally new perspective.

Transformation is the stuff of paradigm shifts.

Organizations are complex, highly integrated things, and they’re generally quite strong when it comes to survival. But that strength makes them resistant to new rules. So transformation is always difficult .. whether the mission is to restructure the workforce, enter new markets, redefine a brand, or successfully merge existing companies.

What does transformation require? Each of the above examples begs the question. Fundamentally, at the highest level, there must be people who are focused and committed to getting the hard work of change done, in spite of predictable .. and quite logical .. reservations. So we need to unpack the necessary drivers. What are the motivators? What must leaders do?

We’ve used the metaphor of building blocks in the past to take apart complex topics, so let’s use it here. What are the building blocks of Transformation?

  • Q1. Open & Pervasive Communication. How much is enough?
  • Q2. Leaders Who Care. When does supervision transition to coaching and/or serving as mentor?
  • Q3. Trust in Those Leaders. Can we know when it’s safe?
  • Q4. Owning the End State. Is it possible for an entire organization to find common ground?
  • Q5. Freedom to Take Risks. So often, risk in business is against the grain. How do achieve something that is so often preached against?
  • Q6. Willingness to Learn. How does an entire organization learn?
  • Q7. Time. Do we have the necessary patience?

Please plan to jump in. We’re still finalizing the frame, and we’d love your input.

Also, we’ll plan to post additional Transformation-related topics and sources here, as a reference point, to energize & further inform our discussions:

For 2016, the #orgdna community is launching a quarterly theme framework, so that 3 successive chats can be used to build perspectives in one specific area of organizational dynamics. We have added a new #orgdna agenda page as the preliminary guideline for the year .. think of it as our editorial calendar .. but expect it to change, as we learn more together.

We hope you will join the conversation every 3rd Monday at 10pm ET, 7pm PT. Simply use the #orgdna hashtag to connect with participants, inquire on the topic, or participate in the chat itself at the appointed hour. It’s always a lively exchange. We hope you will join us!

Chris aka @sourcepov     Charlotte NC

1 Comment   |  tags: , , , , , , | posted in transformation

November 14, 2015

Now Playing in the 21st Century Organization: Creativity, and Dialog at the Edge

By Chris Jones

Those who champion change and innovation know that open dialog is essential to spawn new thinking, deeper insights, and stakeholder buy-in. Dialog is often the spark that creates the energy needed to make things happen.

What about dialog at the edge?

By this, I’m thinking about discussions that take people and teams out of their comfort zones, into areas that aren’t traditionally aligned with their usual subject matter. Of course, we could hang this thought on the peg of “getting outside the box” and move on. But I think there’s more to it. I believe thinking at the edge unlocks creativity in the organization, the place from which true change can emerge.

A common problem of group conversations among like-minded thinkers is group-think. Everyone is biased toward agreement. Comfort is derived for sameness. Change never gets a chance. More cutting edge facilitators take those same thinkers and collaborators into less familiar waters. It might be a conversation based on improv. Or a field trip to unusual places. Anything to force a change of thinking, to bring new insights to significant problems.

Let’s take a look at some basic ideas of how edge thinking might work in practice, and explore both challenges and enablers of creativity in the modern organization:

  • Q1. Edge Thinking. Are there clear connections between creativity and thinking at the edge?
  • Q2. Boundary Keeping. Some say facilitation of boundary crossing adds value. Do we need traffic cops? Will edge explorers listen?
  • Q3. Trust. What role does trust play in orgs, as creatives seek to take risks?
  • Q4. Digression, or No? Many struggle with edge dialog’s many perceived rabbit trails. How do we know when to follow a thread?
  • Q5. ROI of Edges. It is difficult to stray from the comfortable. Can we quantify value when creative solutions are defining new baselines?
  • Q6. Design Thinking. Does it thrive on edges? How so?

Bring your ideas on creativity and edges, and we’ll work them in. When we’re in the zone, which is often of late, our discussion evolves with group input.

More? Some edge thinkers worth noting: Michelle James and Cathryn Hrudicka (creativity), John Hagel (edge strategies) and new arrival, prof. Eugene Gendlin (philosophy of edge thinking).

The #orgdna community meets every 3rd Monday from 9:30 to 11:00pm ET. We discuss challenges of leading and learning in the 21st century organization. We promise a lively dialog and a place to expand both your thinking, and your thinking network.

Chris (aka @sourcepov)

2 Comments   |  tags: , , , , , , , | posted in edges

June 9, 2013

Building Social Capital: Can Leaders Play?

By Chris Jones

Over on the @sourcepov blog, I posted tonight about Building Social Capital.  In that post, a question is framed quite simply: “Can Leaders Play?”  There’s a call to action for leadership from the rank and file, not unlike Seth Godin’s argument in Tribes, testing our courage to step forward and engage with others.

So what about corporate leaders, as we look INSIDE the organization?

Is there not potential for Social Capital to emerge there?  And the related question still applies:  “Can Leaders Play?”

Often it seems our corporate leaders are removed from the fray of social interconnections in the organization, though that very dynamic – people connecting with people – remains one of the most powerful ways to foster organic innovation.

Collaboration, at its core, is about the trusted exchange of ideas in pursuit of even better ideas.  It has implications to corporate governance and strategy.

It seems executives would want to be onto this.

Here, and in the upcoming CDNA chat, we’ll look at the internal leadership angle, as we drive conversation on the role of corporate leaders in building Social Capital across the enterprise.  We’ll start with some definitions, then look to understand what needs to happen in the modern learning organization.

  • Q1. Define. If Social Capital is “building engagement skills & trusted networks to drive value” why wouldn’t leaders care?
  • Q2. Context. Would corporte leaders buy-in to building Social Captial like they might for Human or Intellectual Capital?  Why or why not?
  • Q3. Semantics. What will it take for corporate leaders to embrace “social anything” in the enterprise?
  • Q4. Synthesis. Is Social Capital part of that solution?

We’ll hope you’ll join us, MONDAY 8pET at hashtag CDNA.  We’re monthly now.  That means we’ve been saving up for even more in-depth analysis on topics that matter.  We hope you’ll join us.

– Chris Jones, and the DNA of Collaboration Team, tweeting from @CollabDNA

3 Comments   |  tags: , , , | posted in community, leadership

April 23, 2013

The Courage to Collaborate [FRI 4/26 CBODN 2013 Conference, Arlington VA]

By Chris Jones
The Courage to Collaborate

Join the conversation: Friday April 26th 1p at GMU Founder’s Hall, Arlington VA

Organizations in the 21st century have grown increasingly risk averse, causing many people inside them to take a defensive view of the world.

Small wonder that collaboration – the open exchange of ideas in an effort to solve problems – has a grown increasingly difficult.  More and more we hear about collaboration and it’s benefits, via sage advice from outsiders and edicts from above.  But there’s a simple question facing us.  It often goes unasked and stays unanswered.

Do we have the courage to collaborate?

On Friday April 26th, at the Chesapeake Bay OD Network (CBODN) 2013 Annual Conference, from 1-2:15 pm, James Alexandar and I are taking on this topic.  The conference theme is “Courageous Leadership” and it explores how OD practitioners must challenge what we think we know about achieving success in the 21st century organization.

I’m Chris Jones, @sourcepov from Twitter, and I’ll be heading up from Charlotte to join in the conversation.

James and I will explore a variety of the key elements in the equation, but ultimately we’ll focus in on Culture, lack of Trust and Fear.  These elements invariably shape and constrain behaviors in today’s organizations, in spite of efforts in the opposite direction.  Most of the time, the odds seem stacked against us.  The ability to take on the challenges requires an immense amount of courage.  Success requires leaders who are willing and able to release their death grip on control.  The discussion on Friday will explore some core precepts of OD, then tackle the implications of key barriers.  Then we’ll share some very specific insights on how collaboration accelerates in a high-trust, low-fear workplace, giving participants hands on experience with collaboration in an open exchange.  We’ll navigate from a “risk averse” mindset to a “risk-enabled” one, tapping ideas from my book The DNA of Collaboration: Unlocking the Potential of 21st Century Teams.

Continue reading

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