Four Excellent books on collaboration

Smart Collaboration: How Professionals and Their Firms Succeed by Breaking Down Silos By Heidi K. Gardner

In Smart Collaboration, Heidi K. Gardner shows that firms earn higher margins, inspire greater client loyalty, attract and retain the best talent, and gain a competitive edge when specialists collaborate across functional boundaries. Gardner, a former McKinsey consultant and Harvard Business School professor now lecturing at Harvard Law School, has spent over a decade conducting in-depth studies of numerous global professional service firms. Her research with clients and the empirical results of her studies demonstrate clearly and convincingly that collaboration pays, for both professionals and their firms.

Wired to Connect By Britt Andreatta

Provides a new understanding of how unconscious bias, inclusion, trust, and purpose impact teams and how you can create the necessary conditions for true collaboration and team excellence. Whether you’re a team member or leader, in one building or in different time zones and countries, this book offers a new model and useful strategies you can implement today to consistently create peak-performing teams.

The Collaboration Instinct By Jelenko Dragisic

Yes, collaboration is a bit of buzzword. But behind the buzz there is a kind of timeless truth in the proposition that in ever disruptive systems such as business, government or society, complex problems cannot be solved unless collaborative effort is involved. Collaboration is much more than a mere sum of parts. It is not just a combined effort by two or more parties. Its essence is in the very nature of things, albeit hidden from plain view.

Collaboration: How Leaders Avoid the Traps, Build Common Ground and Reap Big Results By Morten Hansen

In Collaboration, author Morten Hansen takes aim at what many leaders inherently know: in today’s competitive environment, companywide collaboration is an imperative for successful strategy execution, yet the sought-after synergies are rarely, if ever, realized. In fact, most cross-unit collaborative efforts end up wasting time, money, and resources. How can managers avoid the costly traps of collaboration and instead start getting the results they need?

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