AI has already helped people work faster on their own, but many of the most important workflows inside an organization depend on shared context, handoffs, and decisions across teams.
大多数人认为 AI 主要帮助个人提高效率，但作者指出 AI 在促进跨团队协作和共享上下文中发挥着更关键的作用，挑战了 AI 在个人层面应用的局限。
AI has already helped people work faster on their own, but many of the most important workflows inside an organization depend on shared context, handoffs, and decisions across teams.
大多数人认为 AI 主要用于个人效率提升，但作者指出 AI 在组织内部的重要工作流程中，需要跨团队共享上下文、交接和决策。
But the real power of agents comes when they can work as a team.
尽管人工智能代理的能力在单独工作时已经显现，但作者强调，它们真正的力量在于团队合作，这与通常认为的个体智能体主导的观点相悖。
There were once two freshman cadets who were assigned as roommates at the West Point Military Academy (the preeminent leader development institution of the United States Army). Over time, the two young cadets became close friends and they learned that they shared a lifelong dream of becoming a general in the army. As they discussed how to make their dream a reality, they settled on a plan. Each time one of the young cadets received any kind of commendation or promotion, he would make a point of praising and commending the efforts and achievements of his friend. Each cadet kept his commitment to the other, and over time both of them fulfilled their dream of becoming generals in the army.
interesting story
As an interdependent person, I have the opportunity to share myself deeply,meaningfully, with others, and I have access to the vast resources and potential of otherhuman beings.
Independent peoplewho do not have the maturity to think and act interdependently may be good individualproducers, but they won't be good leaders or team players. They're not coming from theparadigm of interdependence necessary to succeed in marriage, family, or organizationalreality
Most of the self-improvement material putsindependence on a pedestal, as though communication, teamwork, and cooperation werelesser values.
these values are what we need for collaboration: - communication - teamwork - cooperation
Really good PMs and engineers will actually start to converge. With LLMs, coding won't be enough to differentiate as an engineer, you'll need to think about the product, business KPIs, strategy etc. You need to think about solutions to problems, not software tools. And PMs are going to be expected to get more technical.
MLOps prediction for 2025
And that is part of the larger pattern of the appeal of a new online collectivismthat is nothing less than a resurgence of the idea that the collective is all-wis
Lanier is saying that the intelligence from the collective is harmful but I feel like throughout my life I have been taught to use other people's knowledge to help me and that teamwork is very important. This made me think of the saying my elementary and middle school teachers have taught me all my life.
engineers will get tired, mistakes will happen, and maintenance will get kicked down the road. Teams need buffer as much as systems do.
locally-based staff and carries out its programs in conjunction with local partners. Teams of international instructors and volunteers support the programs through projects year-round.
So many good features in your project!
Employing local staff that know the setting and can be role models for the kids.
Supporting mentoring by volunteers to scale.
Working with bodies to get a visceral experience that change is possible.
Mentoring in groups to build a community.
Spotlighting diversity and building bridges beyond the local community.
Some related resources: Ballet dancer from Kibera
Fighting poverty and gang violence in Rio's favelas with ballet
Collegial pedagogy, a term introduced by Lissa Soep and Vivian Chávez, describes a dynamic where both teacher and learner stand mutually invested in a shared project, where neither party could complete the work without the other. They need each other to get it right. “Collegiality is a relationship of shared collective responsibility.”
explain the interest and objectives of online CSCL activities to the incoming students and provide an introduction to online CSCL and teamwork competencies.
I like the idea of thinking about doing or not doing stuff as a sign of "circumstances". When the idea of merging a branch without feedback is not to be liked by the team than we shall discuss the reasons and the reasons for the reasons. 5 Whys ;) And then we talk about the real things: communication, trust, performance, ...
communication
McLaughlin, A. L. and P. (n.d.). New Leadership Challenges for the Virtual World of Work. MIT Sloan Management Review. Retrieved June 5, 2020, from https://sloanreview.mit.edu/article/new-leadership-challenges-for-the-virtual-world-of-work/
Witze, Alexandra. ‘What NASA Missions Can Teach Us about Teamwork’. Nature 587, no. 7834 (16 November 2020): 359–60. https://doi.org/10.1038/d41586-020-03222-3.
engagement
Wyman, O. (2020 May 05). Empowering Displaced Teams in the Time of COVID. https://www.oliverwyman.com/our-expertise/insights/2020/may/humanitarian-organizations-teach-us-to-empower-during-coronavirus.html
Herz, N., Dan, O., Censor, N., & Bar-Haim, Y. (2020). Opinion: Authors overestimate their contribution to scientific work, demonstrating a strong bias. Proceedings of the National Academy of Sciences, 117(12), 6282–6285. https://doi.org/10.1073/pnas.2003500117
Hospitalists are often referred to as the quarterbacks of the hospital. But even the best QB needs a good team to succeed. For HMGs, that roster increasingly includes nurse practitioners (NPs) and physician assistants (PAs).
“The day is upon us where we need to strongly consider nurse practitioners and physician assistants as equal in the field,” he says. “We’re going to find a much better continuity of care for all our patients at various institutions with hospital medicine and … a nurse practitioner who is at the top of their license.”
Hospitalists as QB should play leadership role in integrating all members of care team
“Any time when nurse practitioners and other providers get together, there is always this challenge of professions,” he says. “You’re doing this or you’re doing that, and once you get people who understand what the capabilities are past the title name and what you can do, it’s just amazing.”
Recent State of Hospital Medicine surveys showed that 83% of hospitalist groups are utilizing NPs and PAs, and SHM earlier this year added Tracy Cardin, ACNP-BC, SFHM, as its first non-physician voting board member
“It doesn’t just help make hospitalists work better. It makes nursing better. It makes surgeons better. It makes pharmacy better.”
A key factor in keeping your team on the right track is transparency.
What are people working on? Bogging, collaborative documentation, wikis, Slack, status updates
Team members have a clear understanding of where they can best serve the team’s needs, and everyone is highly motivated to get to the same goal.
Importance of leadership. This is where good leaders shine - always have their eye on the prize, and can communicate that eye on the prize to team members..
people feel comfortable to exchange ideas and challenge the status quo without fear of misplaced judgement or rejection.
THIS! Need to have healthy space for discussions, even when it is uncomfortable discussions.
Trust, group identity, and a sense of group efficacy.
Beyond efficacy, I would also include a clear sense of group purpose and goals.
Teams that perform are constantly working out things like communication preferences, recognition of achievements, and workflows.
Teamwork is always a work in progress. However, if the original clear goals and objectives are not there, then this is often just wheel spinning.
The key value to emphasize in the team is positive intent. This is to say that, even when things aren’t going smoothly, each person should assume that their “challenger” is coming from a good place and is trying to act in the best interest of the team.
Assume good and no ill will. Don't take conflicts personally.
Fair warning to team members (and leaders) who don’t like conflict — things will get awkward. But if teams can’t identify the issues, communicate constructively, and work to resolve them, they will get stuck at this stage.
Expect conflict. Respectful conflict is healthy and should be encouraged.
The other part is building emotional connections.
Start with small talk, then move to productivity
What everyone needs most is a clear understanding of their part in the journey.
What leaders need to do in the forming stage - work with the team to develop clear goals, expectations & roles
Part of this is leading them to realize that their new team members are bringing skills to the table that help everyone to succeed in a way they couldn’t do by themselves. Setting goals together puts these skills and interests into the open.
Delicate balance as leaders often have something that they need to get done, but there needs to be room for team members to individually contribute here in order to achieve buy-in.
