Chapter-28:-The-Mysterious-Chemical-Reaction-of-Team-Formation.md

+- [[Japanese]]
+   - Part IV Developing a highly productive team
+     - [[Chapter 21 The whole is greater than the sum of its parts]]
+     - [[Chapter 22 Legend of the Black Team]]
+     - [[Chapter 23 Team Killing, 7 Secrets]]
+     - [[Chapter 24 Sequel, Team Killing]]
+     - [[Chapter 25 Competition]]
+     - [[Chapter 26 Effects of Spaghetti Dinner]]
+     - [[Chapter 27 Taking off the Kimono]]
+     - [[Chapter 28: The Mysterious Chemical Reaction of Team Formation]]
+
+## Chapter 28 Mysterious chemical reaction of team formation (pp.192-199)
+
+- **Chemical Reaction** (*chemistry*)
+  - Chemical reactions are at work in organizations that form tight-knit teams
+  - It is an exquisite mixture of excellent individual skills, trust, respect for each other's personalities, and good relationships.
+  - Managers try to create and maintain a healthy chemistry
+
+- Elements that create a chemical reaction that makes a healthy company
+
+> Create quality supremacy
+> Prepare lots of satisfying launches
+> Cultivate a sense of elite
+>Encourage heterogeneity in the team
+> Defending and maintaining a successful team
+>Give strategy, not tactics
+
+### Quality First
+
+- Delivering irrelevant products will not create the power to unite the team through the satisfaction of sharing with others.
+- Quality supremacy makes the team stand out from the rest of the world
+
+>Neither the market, nor the consumer, nor the customer, nor the senior manager will defend the supremacy of quality. Significantly higher quality does not pay off economically in the short term. However, when team members cultivate a culture of quality first, they will always produce products with quality that exceeds what the market demands.
+
+### Satisfying Launch
+
+- Clappers
+  - Closure: A psychological desire to always be sure that you are on the right track and to feel secure.
+  - Something like a ``clapping sound'' that gives a sense of satisfaction at each interval
+
+- timing of clappers
+  - From the company's point of view, 4 years of work is enough at the end of 4 years, but members will quit one after another if they do not sound clappers for 4 years
+  - Team members need to get into the habit of celebrating success together
+  - Managers who are good at cultivating chemical reactions divide work so that they can enjoy a sense of accomplishment one by one
+
+→ Surprisingly, there is no expression "launch" in the original text. The original text uses the word "closure" as it is, which also means "end". The translator may have tried to use the word 'launch' instead of the unfamiliar word 'shuai', but I feel that it is rather misreading as it accompanies the image of a party.
+
+> That sense of security comes from a psychological need that psychologists call closure.
+>*Such reassurance comes from what psychologists call closure.*
+>
+>Closing is like the "sound of clappers" that give a sense of satisfaction to each division in order to settle the whole into a place where it should settle.
+>*Closure is the satisfying "thunk" of pieces of the whole falling into place.*
+>
+>Companies also need the clapper sound of the launch that separates work.
+>*Organizations also have some need for closure.*
+
+→ I think that "shume" would have been appropriate as a translation if it was in line with the nuance of dividing things. Work is fun like a drinking party, and if you say "close" once in a while, it seems to match the atmosphere of the original.
+
+### Elite Team
+
+- A team needs to have some individuality, and if that individuality is recognized, the members can come together
+  - Individually high quality consciousness
+  - Individually high productivity
+  - Unique ability to meet deadlines
+- An essential element of a cohesive team is the team identity that elitism shapes
+- Successful teams threaten manager control, but we know that good managers cannot control their subordinates.
+
+→ Even if the team deviates from the uniform standard of the company, it does not mean that it is not managed
+
+### Do not disband
+
+- Just like the Yankees won't disband
+- Once the team is united, you must give them the option to start new projects with that team.
+
+### Network model
+
+- Managers are usually not part of the team
+- Teams are network structures rather than hierarchies, and the best teams have occasional leadership in areas where each person can demonstrate their strengths
+
+### foreigner
+
+- The concept of **team** is influenced by sports, so we unconsciously apply it to teams expecting similarities
+- All the members of the sports team are similar, but the development team does not have to be similar.
+- Alien people symbolically show that ``you don't have to be a clone, you don't have to be a corporate mold like a plastic human being.'' ing
+
+---
+
+> It doesn't always go well, but when the team is united, the effort, time, and money invested are well worth it. Work becomes interesting and members become energetic. We strictly adhere to deadlines and processes, and find out if there is anything more we can do. Be proud of yourself. And be loyal to your team and those around you who recognize your team's existence.
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