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- [[Japanese]]
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- Part IV Developing a highly productive team
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- [[Chapter 21 The whole is greater than the sum of its parts]]
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- [[Chapter 22 Legend of the Black Team]]
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- [[Chapter 23 Team Killing, 7 Secrets]]
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- [[Chapter 24 Sequel, Team Killing]]
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- [[Chapter 25 Competition]]
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- [[Chapter 26 Effects of Spaghetti Dinner]]
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- [[Chapter 27 Taking off the Kimono]]
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- [[Chapter 28: The Mysterious Chemical Reaction of Team Formation]]
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## Chapter 27 Taking off the Kimono (pp.184-191)
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- This chapter examines the common traits of managers who successfully bring teams together.
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→ “Take off your kamishimo” is “OPEN KIMONO” in the original.
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- Management style that open KIMONO
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- Managers are careful to respect autonomy once granted
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- I am prepared to cope with the occasional interruption of the project due to the failure of my subordinates
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- Don't take steps to protect yourself from someone you trusted to get a job
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- Each member of the team not only completes the assigned work, but also clearly feels that the mutual trust created within the team is rewarded.
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- Operation Canned
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- Managers who protect themselves from subordinate failures walk around where subordinates are working
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-Especially if the work is easy to divide, have them work quietly away from the office so as not to disturb the work of their subordinates: a conference room in a remote office, someone's summer house, a hotel, etc.
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- You can tell if your subordinates are not slacking by the results they bring home
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- In addition to increasing efficiency, giving people a place and time to be completely free to expand the possibility of team cohesion
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- disobedience
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- Skunkwork Project: A project that proceeds in a hidden place without being known to upper management, and continues even if the management says no.
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- **Skunkwork** is another word for **Disobedience**
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> Occurs when end-of-line personnel are so overwhelmed by the beauty of the product that they ignore the decision to cancel the project. DEC's hit PDP-11 was thus brought to market.
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>One of my clients decided that there was no market for it and tried to stop developing the product. However, the calm judgment of the employees gradually prevailed, and in the end, it was completed. The result was a resounding success.
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- Recruit team members
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- In the mid-1970s, Larry Constantine advised people at rep level to have a say in team selection.
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- The company that adopted it posted a recruitment guideline for the new project so that if there are colleagues who want to work together, they can apply together.
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- Being able to work with people I wanted to work with was more important than the content of the project
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- Related: Part III Chapter 16 Audition
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- Management by **Natural Authority**
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- The authority that the craftsman's master knows the work well, but the apprentice does not
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- For a manager to demand obedience from his subordinates out of fear is the exact opposite of natural authority.
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``Natural authority'' simply means a relationship in which subordinates are naturally recognized without demanding or forcing subordinates to obey their superiors.
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>Managers are recognized and trusted in certain areas, such as setting policy, negotiating, and hiring good people. A worker has expertise in a particular field and is trusted by all as a natural authority on the road. It is precisely in such an atmosphere where the kamishimo is removed that the chances of solidifying the unity of the team increase. |
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