Collaborative Intelligence

Zusatztext 57523308 Informationen zum Autor J. Richard Hackman is the Cahners-Rabb Professor of Social and Organizational Psychology at Harvard University. He resides in Bethany! Connecticut and Cambridge! Massachusetts. Klappentext Intelligence professionals are commonly viewed as solo operators. But these days intelligence work is mostly about collaboration. Interdisciplinary and even inter-organizational teams are necessary to solve the really hard problems intelligence professionals face. But the potential is often wasted when these teams devolve into wheel-spinning! contentious assemblies that get nothing done. Or members may disengage from a team if they find its work frustrating! trivial! or a waste of their time. Even teams with a spirit of camaraderie may take actions that are flat-out wrong. But there is also good news. This book draws on recent research findings as well as Harvard Professor Richard Hackman's own experience as an intelligence community researcher and advisor to show how leaders can create an environment where teamwork flourishes. Hackman identifies six conditions - such as establishing clear norms of conduct and providing well-timed team coaching - that need to be in place for a team to perform superbly. Although written explicitly for intelligence! defense! crisis management! and law enforcement professionals! this book is valuable for improving team success in all kinds of teams in business! government! and nonprofit enterprises. INTRODUCTION The Challenge and Potential of Teams Intelligence professionals commonly are viewed as solo operators. Here is an analyst, alone in a cubicle at Langley, calling up images and reports on a secure computer, consulting historical materials on the cubicle shelf, thinking deeply about the implications of ambiguous but worrisome recent developments. There is an undercover officer making seemingly casual social contacts overseas to identify locals who might have access to useful informationand then inducing the most promising of them to share what they know or can find out. And down there is a clandestine service trainee, straining to acquire the knowledge and skills of the trade, worried about washing out, unsure about having what it takes for a successful career in intelligence. Engaging images such as these are the stuff of spy novels and movies. They sometimes even are accurate. But that's not how it generally happens. Although there are indeed many heroic individuals in the intelligence community, most intelligence work actually involves extensive and intensive collaboration with otherswith colleagues in the intelligence community to be sure, but also with outsiders such as people from other government agencies, academic researchers, and employees of private-sector organizations. The analyst activates a network of contacts both inside and outside government for ideas about what those worrisome developments might portend. The clandestine officer works with a team to cultivate and exploit sources of information. Even in trainingwhich is still more individually focused than real intelligence workinstructors are discovering the pedagogical power of team exercises in which trainees may learn as much from teammates as from their teachers. So we have across the intelligence community fusion teams, training teams, special activities teams, networked collaborations, management teams, scientific teams, and more. Moreover, as electronic technologies for communication and coordination become more powerful and pervasive, teamwork-at-a-distance is becoming more the rule than the exception. Teams are everywhere in the community, and they make a difference. Teams have great potential for solving hard problems in challenging contexts. They obviously bring more knowledge, skill, and experience to the work than any single individual could. They provide flexibility in how membe...

ldquo;This is surely the best piece of work on organizing and motivating the analytic side of intelligence.  But it is much more than this – a more rigorous and careful analysis of  decision-making by groups with diverse talents, i.e., teams, than any I have seen before.  It goes far towards filling a gap between the relatively voluminous literature on individual decision-making and the almost equally extensive literature on managing large organizations.  In the middle lie, crucially, the work teams that produce wise  or unwise decisions.  Hackman argues persuasively, drawing on a thorough familiarity with the academic literature, that what it takes to develop groups that produce wise decisions is within our read.  And he shows us how to do it.”
--—Philip B. Heymann, James Barr Ames Professor of Law, Harvard Law School and former U.S. Deputy Attorney General
 
“I have seen first-hand the importance of effective teamwork in the intelligence community and the barriers to achieving it not only there, but in any organization. Drawing on his own firsthand knowledge and pioneering research, and using fascinating case examples, Professor Hackman offers an insightful analysis of six factors that enable truly great teams develop and thrive in the private as well as the public sector.”
—*Anthony Oettinger, Gordon McKay Research Professor of Applied Mathematics, and Research Professor of Information Resources Policy, Harvard School of Engineering and Applied Sciences and former chair, U.S. Intelligence Science Board

• “Richard Hackman has written an invaluable book, which cCombines rich psychological insight with detailed, practical guidance on how to create and manage teams in the national security community.  It is an indispensable guide to best practices, lessons learned, and the many questions that will need to be thought through carefully before yielding to the temptation to ‘get a team together’”.  
  —Joseph P. Hayes, First Richard Helms Chair for Espionage, Central Intelligence Agency
  
  “Collaborative Intelligence is highly accomplished and very readable. It will be of great interest to the intelligence community and to executives, managers, and the reading public interested in how to create outstanding teams within organizations and how to use them effectively. It serves both as a very smart, accessible and practical guide and as a superb introduction to the underlying scholarly research.”
  —Lynn Eden, Senior Research Scholar, Center for International Security and Cooperation, Stanford University
  
  “At last, a smart book about smart teams.  Hackman goes beyond the superficial into the makeup and management of the group mind. Interesting case material and research-based advice make this a must-read for those who work with teams or depend on their collective intelligence.”  
   —Philip Mirvis, Senior Research Fellow, Center for Corporate Citizenship, Boston College and coauthor of Beyond Good Company

  “For years, Richard Hackman’s Leading Teams has been well known in the intelligence community. Now, with Collaborative Intelligence, he has taken an important next step. In the 21st century, the information professions, not just the intelligence profession, enter a whole new level of team sport. Professor Hackman has provided an important guide to team creation, leadership, and survival in that activity.”
  —William Nolte, Research Professor, University of Maryland School of Public Policy, and director of the Program for Intelligence Research and Education
  
  “Teams are an important part of the intelligence community, but this is one area that is woefully underesearched. I believe Richard is breaking new ground with this work.”
  —Robert Herd, former Program Manager, Central Intelligence Agency
  
  “If you crea…