Construction Development Operations Rogers 
N2Growth Blog
OCTOBER 10, 2010
Real game changers understand the power of people and relationships, and they embody this in both their construction and implementation. Go… Share and Enjoy: View Comments [link] Dan Rogers Mike – This is a great post with excellent perspective. and people mean relationships. By definition, a game changer causes change.
Ask Atma
MAY 20, 2012
In team development, research has shown that individual learning works best when accompanied by team learning. [1]. So the designer teaches everyone about UX/AI, the coders teach about their development methodology, the project managers teach about agile protocols, and the sales people describe what it is like in the field.
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Harvard Business Review
JANUARY 11, 2013
Six years ago, David and Donna Allman approached Opportunity with an idea that fell outside our traditional microfinance model: to build a Community Economic Development (CED) program in Nicaragua. Together, we've constructed school libraries, repaired churches, built roads, and, crucially, ensured clean water through new aqueduct systems.
Harvard Business Review
AUGUST 27, 2012
I often find myself immersed in the perfect pacing of a well-constructed mystery, the flawless delivery of that once-in-a-lifetime monologue, the scale and grandeur of the next big blockbuster — I get so caught up in all of it, sometimes I forget that I generally go there to tell companies their businesses are in trouble.
Harvard Business Review
JUNE 15, 2016
Other ground rules are abstract, such as “Treat everyone with respect” and “Be constructive.” ” These rules focus on a desirable outcome but don’t identify the specific behaviors that are respectful or constructive. Roger Schwarz. ” You and Your Team Series. Stu Heinecke. Renee Cullinan.
Harvard Business Review
JUNE 16, 2014
What type of constructive criticism is appropriate in a group setting? Your job as manager is to ensure that team members are “providing regular constructive feedback,” says Roger Schwarz, an organizational psychologist and the author of Smart Leaders, Smarter Teams. How much is too much? And how should your colleagues help?
Harvard Business Review
OCTOBER 10, 2013
Roger Martin recently diagnosed a kind of complexity that is manufactured by us and largely unaddressed: inter-domain complexity. It comes about as fields of knowledge are segmented into multiple domains, and each domain develops deep algorithmic knowledge and specialized tools that work by ignoring many of the variables actually in play.
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