Daniel Coyle QUOTES

181 " One of the most vital moments for creating safety is when a group shares bad news or gives tough feedback. In these moments, it’s important not simply to tolerate the difficult news but to embrace it. "

― Daniel Coyle , The Culture Code: The Secrets of Highly Successful Groups

183 " We are myelin beings. The broadband is myelin, and the installers are the green squidlike oligodendrocytes, sensing the signals we send and insulating the corresponding circuits. "

― Daniel Coyle , The Talent Code: Unlocking the Secret of Skill in Sports, Art, Music, Math, and Just About Everything Else

185 " - Inteligența colectivă nu se deosebește prea mult, în unele privințe, de ceea ce fac maimuțele în junglă, crede Pentland. Una [dintre maimuțe] țopăie cu entuziasm, iar acest semnal le atrage și pe altele, care i se alătură. Așa funcționează inteligența colectivă și asta nu pricep oamenii. Simplul fapt că ai auzit ceva nu duce decât rareori la o schimbare de comportament. Sunt doar cuvinte. Dar când îi vedem pe cei din grupul căruia îi aparținem că pun în practică o idee, comportamentul nostru se schimbă. Așa este creată inteligența. Așa este creată cultura.
Sunt doar cuvinte. Nu așa gândim noi de obicei. În mod normal, suntem convinși de importanța cuvintelor; credem că performanța grupului se corelează cu inteligența verbală a membrilor și capacitatea lor de a construi și comunica idei complexe. Dar această presupunere este greșită. Cuvintele înseamnă zgomot. Performanța grupului depinde de comportamentul care comunică o idee atotcuprinzătoare și plină de forță: Suntem în siguranță și legați unii de ceilalți. "

― Daniel Coyle , The Culture Code: The Secrets of Highly Successful Groups

187 " When I visited groups for this book, I met a lot of people who possessed traits of warmth and curiosity—so many, in fact, that I began to think of them as Nyquists. They were polite, reserved, and skilled listeners. They radiated a safe, nurturing vibe. They possessed deep knowledge that spanned domains and had a knack for asking questions that ignited motivation and ideas. (The best way to find the Nyquist is usually to ask people: If I could get a sense of the way your culture works by meeting just one person, who would that person be?) "

― Daniel Coyle , The Culture Code: The Secrets of Highly Successful Groups

189 " Deep practice is not simply about struggling; it's about seeking out a particular struggle, which involves a cycle of distinct actions. Pick a target. Reach for it. Evaluate the gap between the target and the reach. Return to step one. Judging "

― Daniel Coyle , The Talent Code: Unlocking the Secret of Skill in Sports, Art, Music, Math, and Just About Everything Else

191 " She’s really listening, hearing what you said and asking what it means, digging deeper,” says Nili Metuki, design researcher. “She doesn’t let things stay unclear, even when they’re uncomfortable. Especially when they’re uncomfortable "

― Daniel Coyle , The Culture Code: The Secrets of Highly Successful Groups

193 " Laszlo Bock, Work Rules (New York: Grand Central Publishing, 2015) David Brooks, The Social Animal (New York: Random House, 2011) Arie de Geus, The Living Company (Boston, MA: Harvard Business Review Press, 2002) Angela Duckworth, Grit: The Power of Perseverance and Passion (New York: Scribner, 2016) Charles Duhigg, The Power of Habit: Why We Do What We Do in Life and Business (New York: Random House, 2012) Amy Edmondson, Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy (San Francisco: Jossey-Bass Pfeiffer, 2012) Adam Grant, Give and Take (New York: Viking, 2013) Richard Hackman, Leading Teams (Boston, MA: Harvard Business Review Press, 2002) Chip and Dan Heath, Switch: How to Change Things When Change is Hard (New York: Broadway Books, 2010) Sebastian Junger, Tribe: On Homecoming and Belonging (New York: HarperCollins, 2016) James Kerr, Legacy (London: Constable & Robinson, 2013) Patrick Lencioni, The Five Dysfunctions of a Team: A Leadership Fable (San Francisco: Jossey-Bass, 2002) Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World (New York: Portfolio, 2015). Mark Pagel, Wired for Culture (New York: W. W. Norton & Company, 2012) Daniel Pink, Drive: The Surprising Truth About What Motivates Us (New York: Riverhead Books, 2009) Amanda Ripley, The Smartest Kids in the World: And How They Got That Way (New York: Simon & Schuster, 2013) Edgar H. Schein, Helping (Oakland, CA: Berrett-Koehler Publishers, 2009) Edgar H. Schein, Humble Inquiry (Oakland, CA: Berrett-Koehler Publishers, 2013) Peter M. Senge, The Fifth Discipline (New York: Doubleday Business, 1990) Michael Tomasello, Why We Cooperate (Cambridge, MA: MIT Press, 2009) "

― Daniel Coyle , The Culture Code: The Secrets of Highly Successful Groups

195 " This kind of signal is not just an admission of weakness; it’s also an invitation to create a deeper connection, because it sparks a response in the listener: How can I help? "

― Daniel Coyle , The Culture Code: The Secrets of Highly Successful Groups

197 " The story of the good apples is surprising in two ways. First, we tend to think group performance depends on measurable abilities like intelligence, skill, and experience, not on a subtle pattern of small behaviors. Yet in this case those small behaviors made all the difference. The second surprise is that Jonathan succeeds without taking any of the actions we normally associate with a strong leader. He doesn’t take charge or tell anyone what to do. He doesn’t strategize, motivate, or lay out a vision. He doesn’t perform so much as create conditions for others to perform, constructing an environment whose key feature is crystal clear: We are solidly connected. Jonathan’s group succeeds not because its members are smarter but because they are safer. "

― Daniel Coyle , The Culture Code: The Secrets of Highly Successful Groups

199 " Preview Future Connection: "

― Daniel Coyle , The Culture Code: The Secrets of Highly Successful Groups