MARC Record from marc_openlibraries_sanfranciscopubliclibrary

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001 910936414
003 OCoLC
005 20151005125906.0
008 140605s2015 nyua b 001 0deng d
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020 $a9781591847489 (hardcover)
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035 $a(OCoLC)881094064$z(OCoLC)902669339$z(OCoLC)908331621
037 $bPenguin Group USA, Attn: Order Processing 405 Murray Hill Pkwy, East Rutherford, NJ, USA, 07073-2136$nSAN 201-3975
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050 14 $aHD66$b.M38185 2015
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100 1 $aMcChrystal, Stanley A.,$eauthor.
245 10 $aTeam of teams :$bnew rules of engagement for a complex world /$cGeneral Stanley McChrystal with Tantum Collins, David Silverman, and Chris Fussell.
264 1 $aNew York, New York :$bPortfolio/Penguin,$c2015.
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.
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.
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.
600 10 $aMcChrystal, Stanley A.
610 10 $aUnited States.$bJoint Special Operations Command$xReorganization.
650 0 $aOrganizational effectiveness.
650 0 $aDecentralization in management.
650 0 $aOrganizational behavior.
650 0 $aTeams in the workplace.
650 0 $aMilitary administration$zUnited States$vBiography.
700 1 $aCollins, Tantum,$eauthor.
700 1 $aSilverman, David,$eauthor.
700 1 $aFussell, Chris,$eauthor.
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