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010 _a 2015302121
020 _a9781591847489 (hardcover)
020 _a1591847486 (hardcover)
040 _aDLC
_bspa
_cBJBSDDR
_erda
_dDLC
041 _aeng
042 _apcc
050 0 0 _aHD 66
_bM478t 2015
100 1 _aMcChrystal, Stanley A.
_912905
_d1954-
245 1 0 _aTeam of teams :
_bnew rules of engagement for a complex world /
_cGeneral Stanley McChrystal (U.S. Army, retired), with Tantum Collins, David Silverman, and Chris Fussell.
264 1 _aNew York, New York :
_bPortfolio/Penguin,
_c2015
264 4 _c©2015
300 _aix, 290 pages :
_billustrations ;
_c24 cm
336 _atext
_btxt
_2rdacontent
337 _aunmediated
_bn
_2rdamedia
338 _avolume
_bnc
_2rdacarrier
504 _aIncludes bibliographical references (pages 255-279) and index.
505 0 _aIntroduction -- The Proteus problem. Sons of Proteus ; Clockwork ; From complicated to complex ; Doing the right thing -- From many, one. From command to team ; Team of teams -- Sharing. Seeing the system ; Brains out of the footlocker ; Beating the prisoner's dilemma -- Letting go. Hands off ; Leading like a gardener -- Looking ahead. Symmetries.
520 _aAs commander of Joint Special Operations Command (JSOC), General Stanley McChrystal played a crucial role in the War on Terror. But when he took the helm in 2004, America was losing that war badly: despite vastly inferior resources and technology, Al Qaeda was outmaneuvering America's most elite warriors. McChrystal came to realize that today's faster, more interdependent world had overwhelmed the conventional, top-down hierarchy of the U.S. military. Al Qaeda had seen the future: a decentralized network that could move quickly and strike ruthlessly. To defeat such an enemy, JSOC would have to discard a century of management wisdom, and pivot from a pursuit of mechanical efficiency to organic adaptability. Under McChrystal's leadership, JSOC remade itself, in the midst of a grueling war, into something entirely new: a network that combined robust centralized communication with decentralized managerial authority. As a result, they beat back Al Qaeda. In this book, McChrystal shows not only how the military made that transition, but also how similar shifts are possible in all organizations, from large companies to startups to charities to governments. In a turbulent world, the best organizations think and act like a team of teams, embracing small groups that combine the freedom to experiment with a relentless drive to share what they've learned. Drawing on a wealth of evidence from his military career, the private sector, and sources as diverse as hospital emergency rooms and NASA's space program, McChrystal frames the existential challenge facing today's organizations, and proposes a compelling, effective solution.
600 1 0 _aMcChrystal, Stanley A.
610 1 0 _aUnited States.
_bJoint Special Operations Command
_xReorganization.
650 0 _aTeams in the workplace.
650 0 _aOrganizational effectiveness.
650 0 _aDecentralization in management.
650 0 _aOrganizational behavior.
650 0 _aMilitary administration
_zUnited States
_vCase studies.
650 0 _aGenerals
_zUnited States
_vBiography.
650 0 _aEquipos en el lugar de trabajo
_91306
650 4 _aEficacia de la organización
_913737
650 4 _aDescentralizacion en la gestion
_913739
700 1 _aCollins, Tantum,
_eauthor.
_912906
700 1 _aSilverman, David,
_eauthor.
_912907
700 1 _aFussell, Chris,
_eauthor.
_912908
906 _a7
_bcbc
_corigres
_d1
_encip
_f20
_gy-gencatlg
942 _2lcc
_cBK