General Stanley McChrystal Book Report

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based on principles of decentralization and information transparency. Task Force destroys internal barriers. Focus shifts to the smallest unit’s behavior. This way they became a large command with the traits of agility and adaptability usually related to small teams. They called it "team of teams."

No way to win if not to change. That change for the Task Force was to an internal framework, culture, behavior, and approach to management.

Question 3. What did you learn about reporting and communication relationships?

General Stanley said, that because they were so engaged in the fight, they constantly communicated about what they were doing. Experience intensified when they had the opportunity to examine what they did, allowing special Task Force to make a weighted inference and, after that decision.

TF operations were partially successful, because of many not realized opportunities, at the individual team level. Low-level success but disappointing at a higher scale where the main reason is the information wasn’t openly shared. An interdependent environment requires that all individual team levels share equal views in the understanding of the interaction between them. The system should be transparent to all levels of its plans and objectives.

One example of NASA`s innovations shows its simplicity when it recommends just to remove the walls and let people talk to each other. Simply forget fundamentalist approaches to efficiency is not enough. Implementation of the new system requires constant support to be sure that everyone has required and updated information, high level of integration and commitment to the process. As an example of famous interface failure, showed, that the communication gap between two teams who work on the same project resulted in huge loss of more than hundred million dollars. It was Mars Climate Orbiter, two systems of it built by two different teams, one use metric another imperial measurements.

Remarkably, but the open office environment, sometimes seeing chaotically, improve significant interaction between employees distant from one another hierarchically. Bloomberg put himself in the middle of such environment, this way he can control the organization effectively. He noted that "if you lock yourself in your office, I don’t think you can be a good executive," Furthermore, for him it makes absolutely no sense. Sharing information without the borders is the key to success in every part of the team. Thus, information value and power increasing with the scope of sharing it.

Established processes and physical spaces of the office either increase or decrease organization consciousness. It is necessary for success to cooperate across groups and teams, and build system understanding and trust. Prisoner’s Dilemma clearly shows that we had to overcome its challenge if want to work with the actual team across our units.

The interdependent world needs networked structures as it clearly revealed in the evaluation of success and failure of the two motor giants Ford and GM respectively.