The Culture Code: The Secrets of Highly Successful Groups

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The Culture Code: The Secrets of Highly Successful Groups

The Culture Code: The Secrets of Highly Successful Groups

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Author Daniel Coyle uses real-life examples and case studies to illustrate the book’s three main lessons: 1) creating belonging, 2) sharing vulnerability, and 3) establishing purpose. Posture and expression are incredibly important,’ said Ben Waber, a former PhD student of Alex Pentland’s who founded Humanyze, a social analytics consulting firm. Like AARs, this method also appeared in the military environment; its purpose was to test strategies. Third, “Establish Purpose” — by creating a shared culture that clearly defines the group’s purpose, goals and how they do things. Creating safety is about dialing in to small, subtle moments and delievering targeted signals at key points.

They could pull us apart, but he makes sure that everybody feels connected and engaged to something bigger. The two discomforts vulnerability makes team members go through are emotional pain and a sense of inefficiency, says Coyle. The only sound they made was a steady stream of affirmations—yes, uh-huh, gotcha—that encouraged the speaker to keep going, to give them more. That goal might be something straightforward, like selling the most phones any company has ever sold, but ideally, it’s about something bigger, like making phone users feel special and that they have good taste.I especially like the description of how the SEALs were established — and the type of training they undergo to reinforce team behavior. For example, when you do an AAR, you may feel awkward, admitting your mistakes - but it will help you to improve in the future. The 16 year old athlete, who’s got trouble fitting in with his soccer team, the 22 year old student, whose grades depend a lot on her performance in group assignments, and anyone who’s leading a group of people at work. According to Jack Zenger and Joseph Folkman, owners of leadership consultancy, “the most effective listeners behave like trampolines.

Coyle says that there are two main types of skills – skills of proficiency, and skills of creativity. The key to creating psychological safety, as Pentland and Edmondson emphasize, is to recognize how deeply obsessed our unconscious brains are with it. So how do you develop ways to challenge each other, ask the right questions, and never defer to authority?

They include, among others, proximity, eye contact, energy, mimicry, turn taking, attention, body language, vocal pitch, consistency of emphasis, and whether everyone talks to everyone else in the group. And when a leader asks for feedback in this way, it makes it safe for the people who work with them to do the same.

Belonging cues have to do not with character or discipline but with building an environment that answers basic questions: Are we connected? Coyle further suggests that we stop "shooting the messenger" and opt instead for "embracing the messenger. With safety, vulnerability, and purpose, it’ll be almost impossible to stop you and your team from accomplishing anything!

Organizational culture is the most important, yet underappreciated, value driver of an organization. Culture is the primary factor for determining how well an organization executes on every other aspect of organizational performance. Building purpose to perform these skills is like building a vivid map: You want to spotlight the goal and provide crystal-clear directions to the checkpoints along the way…” Pg. He gathered teams of Kindergartners and MBA students, and asked them to build the tallest structure they could, out of string, uncooked spaghetti, and a marshmallow. Expectations can be presented in both oral (as a request) and a written form (even right on the walls, as a motto).

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