According to Marcus Buckingham in his book “The one thing you need to know” mediocre leaders think of staff as draughts pieces but good leaders think of them as chess pieces...

Harvard Business Review identifies unexpected similarities between Open Source Software (OSS) and the Toyota Production System

One of the most important team questions, often ignored when a traditional or virtual team is setup, is What type of team are we actually dealing with here?

Bioteams Guest Author Ray Symmes describes how virtual entrepreneurs inhabit the hidden spaces in and between enterprises.

In his unique book Dialogue and the art of thinking together William Issacs introduces the Four-Player System originally developed by David Kantor. This is a very important technique for supporting real collaborative thinking in teams.

A new UK survey identifies 5 types of office bosses: tigers, gorillas, sloths, jackals and foxes and suggests ways you can tame each of them.

In Off-Sites that Work, July 2006, Harvard Business Review, the authors argue that the core problem with most strategy off-sites or team away-days is that they're insufficiently structured and not enough thought given to how they are to be facilitated.

In Leadership Run Amok: The Destructive potential of Overachievers in the July 2006 Harvard Business Review the authors argue that by only focusing on tasks and goals, a leader can actually damage performance.

When an organisation or team or network seeks to bring about any form of change they require and expect the individuals affected to behave differently in some way. Peter Fryer describes his philosophy of small changes.

John Austin, writing in Tag your Team, discusses how Micro-managing is not Mentoring. John references an article in the Wall Street Journal which suggests that US managers see their management role as limited to one of staff control with no place for mentoring and coaching.