ix, [5], 290 pages. Footnotes. Illustrations/Boxes. Notes. Index. Signed on the half-title page by Stanley McChrystal. Foreword by Walter Isaacson. Derived from a Kirkus review: Former leader of the Joint Special Operations Task Force in Iraq lends his insight to the management breakdown of that effort, which ushered in huge changes from the top down. Replaced in 2010 as head of U.S. forces in Afghanistan for his outspokenness, now retired and teaching leadership at Yale, McChrystal, along with three co-writers, fashions an engaging narrative on how the traditional centralized management style of the American forces no longer worked against the fluid, agile enemy of jihadi terrorist networks. His work is essentially a chronicle of his ability to lead a sea change in military management style between 2003, when he joined the Task Force, and the triumphant assassination of Abu Musab al-Zarqawi in 2006. McChrystal and his cohorts had to take stock of some leadership models in history� "e.g., British Adm. Nelson engineered a stunning victory over a superior Franco-Spanish fleet at the Battle of Trafalgar by creating chaos and uncertainty in the enemy command. The authors also examine the ideas of Frederick Winslow Taylor, who introduced the art of "scientific management," by which factory conditions moved like clockwork, where there was "the one best way" for production and all causes and effects were predictable. Creating teams and lateral trust altered an entire military culture. The authors offer useful examples and takeaway advice. What if you could combine the agility, adaptability, and cohesion of a small team with the power and resources of a giant organization? THE OLD RULES NO LONGER APPLY . . . When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training, but none of that seemed to matter. TEACHING A LEVIATHAN TO IMPROVISE.It's no secret that in any field, small teams have many advantages, they can respond quickly, communicate freely, and make decisions without layers of bureaucracy. But organizations taking on really big challenges can't fit in a garage. They need management practices that can scale to thousands of people. General McChrystal led a hierarchical, highly disciplined machine of thousands of men and women. But to defeat Al Qaeda in Iraq, his Task Force would have to acquire the enemy's speed and flexibility. Was there a way to combine the power of the world's mightiest military with the agility of the world's most fearsome terrorist network? If so, could the same principles apply in civilian organizations? A NEW APPROACH FOR A NEW WORLD.McChrystal and his colleagues discarded a century of conventional wisdom and remade the Task Force, in the midst of a grueling war, into something new: a network that combined extremely transparent communication with decentralized decision-making authority. The walls between silos were torn down. Leaders looked at the best practices of the smallest units and found ways to extend them to thousands of people on three continents, using technology to establish a oneness that would have been impossible even a decade earlier. The Task Force became a team of teams , faster, flatter, more flexible, and beat back Al Qaeda. BEYOND THE BATTLEFIELD.In this powerful book, McChrystal and his colleagues show how the challenges they faced in Iraq can be relevant to countless businesses, nonprofits, and other organizations. The world is changing faster than ever, and the smartest response for those in charge is to give small groups the freedom to experiment while driving everyone to share what they learn across the entire organization. As the authors argue through compelling examp.

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Detalles bibliogr�ficos

T�tulo: Team of Teams; New Rules of Engagement for a Complex World
Editor: Portfolio/Penguin, New York
Fecha de publicaci�n: 2015
Idioma: Ingl�s
ISBN 10: 1591847486
ISBN 13: 9781591847489
Encuadernaci�n: Hardcover
Edici�n: Later printing.
Estado: Very good
Estado de la sobrecubierta: Very good
Firmado: Firmado por el autor

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Sinopsis

From the New York Times bestselling author of My Share of the Task and Leaders, a manual for leaders looking to make their teams more adaptable, agile, and unified in the midst of change.

When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training—but none of that seemed to matter. To defeat Al Qaeda, they would have to combine the power of the world’s mightiest military with the agility of the world’s most fearsome terrorist network. They would have to become a "team of teams"—faster, flatter, and more flexible than ever.

In Team of Teams, McChrystal and his colleagues show how the challenges they faced in Iraq can be rel�evant to countless businesses, nonprofits, and or�ganizations today. In periods of unprecedented crisis, leaders need practical management practices that can scale to thousands of people—and fast. By giving small groups the freedom to experiment and share what they learn across the entire organiza�tion, teams can respond more quickly, communicate more freely, and make better and faster decisions.

Drawing on compelling examples—from NASA to hospital emergency rooms—Team of Teams makes the case for merging the power of a large corporation with the agility of a small team to transform any organization.

Acerca del autor

Stanley McChrystal retired from the U.S. Army as a four-star general after more than thirty-four years of service. His last assignment was as the commander of all American and coalition forces in Afghanistan. His memoir, My Share of the Task, was a New York Times bestseller. He is a senior fellow at Yale University’s Jackson Institute for Global Affairs and the cofounder of CrossLead, a leadership consulting firm. Tantum Collins is currently studying international relations at Cambridge University as a Marshall Scholar. David Silverman and Chris Fussell are senior execu�tives at CrossLead and former U.S. Navy SEAL officers.

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