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Collaborative Intelligence: Using Teams to Solve Hard Problems, by J. Richard Hackman
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Harvard University professor and U.S. Intelligence Science Board member J. Richard Hackman reveals how to make teams more effective in solving hard, complex problems in intelligence work and other challenging, high-pressure areas.
- Sales Rank: #34082 in Audible
- Published on: 2013-01-24
- Format: Unabridged
- Original language: English
- Running time: 458 minutes
Most helpful customer reviews
9 of 10 people found the following review helpful.
Intelligence Community version of Leading Teams
By Bas Vodde
Richard Hackman is one of the world's most influential team researchers. He has been researching teams for a very long time and his early work, such as Work Redesign (Prentice Hall Organizational Development Series) are true classics. His earlier Leading Teams: Setting the Stage for Great Performances is my standard recommendation for anyone who works in or with teams. So, I was very excited to get his latest work: Collaborative Intelligence.
Collaborative Intelligence is about getting teams to work in intelligence work. This is important to realize before getting this book because the book has a very domain specific focus. In a way, this book could be called "leading teams applied for intelligence teams."
The book consists of 3 different clearly distinct parts. The first part is called "The challenge and potential of teams" covers teams in general. It explains different types of teams and what the benefits and drawbacks are of each. The last chapter in this part also covers the important message that you can't make teams great but need to work on the environment in which the teams work in and hopefully grow a great team.
The second part is called "six enabling conditions" and describes six environmental conditions that when they are in place, it will be more likely that a team will succeed than when they are not in place. These six conditions are consistent with the ones presented in Richard Hackman's earlier work: Leading Teams. The six conditions are: 1) create a real team, 2) specify a clear purpose, 3) ensure the right people are in the team, 4) create working agreements, 5) create organizational support, and 6) provide proper team coaching.
The last part is called "implications for leaders and organizations" and specifically covers how to apply these ideas in intelligence teams. It is a short part with just 2 chapters covering specific challenges in intelligence work.
Collaborative Intelligence is a good book, as I would expect from Richard Hackman. Yet, I was slightly disappointed. I had hoped to get more new ideas but instead I discovered this book is mainly applying earlier concepts to the intelligence industry (which I don't work in!). Some of the lessons can be applied to other industries also, so this book was still useful to me. Yet, if you are looking for a book purely on leading and creating teams, I'd still recommend Richard Hackman's earlier work: Leading Teams: Setting the Stage for Great Performances. If you specifically work in the intelligence industry, then this book is perfect!
2 of 2 people found the following review helpful.
Can intelligence work help us all?
By Magalini Sabina
I'm trying to put up a team for an important European Project and at the same time I work in one. When I started reading the book, I thought "Oh, got the wrong one!" Instead, slowly proceeding I found Hackman's book very interesting. Not only because making us dive in the middle of the stream, an absolutely unknown stream (who ever thought of reading something on intelligence teams!), he knows how to sum up previous knowledge and scientific observations on teamwork in a clear manner, but also because many of the reported observations are absolutely applicable to anykind of team work.
The core message of the book are the six conditions to have a team succeed, that are progressively analyzed in different chapters and that I think must be kept in mind when putting up the organization. Another key issue that the Author identifies with great attention is what the teamleader should do. The importance of setting the right conditions and choosing people with different backrounds is stressed and also the relatively new concept of a limited leadership intervention during teamwork. I come from an Italian/European culture (not German!) and the respect of norms is not our cup of tea, in that we usually find then more limiting than useful. However, the part on normative identifications before starting teamwork deserves an extra thought, especially for how the Author states that norms should be agreed upon and not imposed.
The book is dense with information and deserves a second reading and eventhough specific for the discipline it tackles is useful for many situations.
By the way look at "Zero Dark Thirty" and you will find many of the topics and behaviours the Hackman talks about.
6 of 7 people found the following review helpful.
Team Playing-Team Fighting
By Luis
Collaborative Intelligence is a hands-on, on the job training on team work. Team work is something that used to be as American as Apple Pie and Hot Dogs! Nowadays the only teams that America knows are professional sports teams. Not anymore, Collaborative Intelligence gives us a peak to the inner workings of America's Intelligence Community elite Teams designed to protect us from foreign and or domestic enemies.
The same knowledge that can be transferred to any business team in any economic sector and that is what J. Richard Hackman, the author, did with this book.
The book is segmented in three parts. The first part, "Teams Intelligence" is which teams work and which do not. The second part is "The Six Enabling Conditions" tells you what is needed for a team to properly function. The third and final part "Implications for Leaders and Organizations" gives you the cost of a badly formed or managed team and the gain of a good formed team and manage team. One final aspect discussed on the Book is the 60-30-10 rule that is essential for team management.
The book is well written and very fluid. Lots of information and no fooling around!
If you are a Project Manager, a Team Lead or a team member, you need to know what is on this book!
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