Part One: Teams in Intelligence
1: Teams that Work and Those That Don't
2: When Teams, When Not?
3: You Can't Make a Team Be Great Part Two: The Six Enabling Conditions
4: Create a Real Team
5: Specify a Compelling Team Purpose
6: Put the Right People on the Team
7: Establish Clear Norms of Conduct
8: Provide Organizational Supports for Teamwork
9: Provide Well-timed Team Coaching Part Three: Implications for Leaders and Organizations
10: Leading Intelligence Teams
11: Intelligence Teams in Context
J. Richard Hackman is the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University. He is the author of the award-winning Leading Teams and coauthor of Groups That Work and Senior Leadership Teams. He is the recipient of the Distinguished Scientific Contribution Award of the American Psychological Association's division on industrial and organizational psychology, both the Distinguished Educator Award and the Distinguished Scholar Award of the Academy of Management, and the Joseph E. McGrath Award for Lifetime Achievement in the Study of Groups.
"This is surely the best piece of work on organizing and motivating
the analytic side of intelligence. But it is much more than this -
a more rigorous and careful analysis of decision-making by groups
with diverse talents, i.e., teams, than any I have seen before. It
goes far towards filling a gap between the relatively voluminous
literature on individual decision-making and the almost equally
extensive literature on managing large organizations. In the middle
lie, crucially, the work teams that produce wise or unwise
decisions. Hackman argues persuasively, drawing on a thorough
familiarity with the academic literature, that what it takes to
develop groups that produce wise decisions is within our read. And
he shows us how to do it."
----Philip B. Heymann, James Barr Ames Professor of Law, Harvard Law School and former U.S. Deputy Attorney General
"I have seen first-hand the importance of effective teamwork in the intelligence community and the barriers to achieving it not only there, but in any organization. Drawing on his own firsthand knowledge and pioneering research, and using fascinating case examples, Professor Hackman offers an insightful analysis of six factors that enable truly great teams develop and thrive in the private as well as the public sector."
--Anthony Oettinger, Gordon McKay Research Professor of Applied Mathematics, and Research Professor of Information Resources Policy, Harvard School of Engineering and Applied Sciences and former chair, U.S. Intelligence Science Board
"Richard Hackman has written an invaluable book, which cCombines rich psychological insight with detailed, practical guidance on how to create and manage teams in the national security community. It is an indispensable guide to best practices, lessons learned, and the many questions that will need to be thought through carefully before yielding to the temptation to 'get a team together'."
--Joseph P. Hayes, First Richard Helms Chair for Espionage, Central Intelligence Agency
"Collaborative Intelligence is highly accomplished and very readable. It will be of great interest to the intelligence community and to executives, managers, and the reading public interested in how to create outstanding teams within organizations and how to use them effectively. It serves both as a very smart, accessible and practical guide and as a superb introduction to the underlying scholarly research."
--Lynn Eden, Senior Research Scholar, Center for International Security and Cooperation, Stanford University
"At last, a smart book about smart teams. Hackman goes beyond the superficial into the makeup and management of the group mind. Interesting case material and research-based advice make this a must-read for those who work with teams or depend on their collective intelligence."
--Philip Mirvis, Senior Research Fellow, Center for Corporate Citizenship, Boston College and coauthor of Beyond Good Company
"For years, Richard Hackman's Leading Teams has been well
known in the intelligence community. Now, with Collaborative
Intelligence, he has taken an important next step. In the 21st
century, the information professions, not just the intelligence
profession, enter a whole new level of team sport. Professor
Hackman has provided an important guide to team creation,
leadership, and survival in that activity."
--William Nolte, Research Professor, University of Maryland School of Public Policy, and director of the Program for Intelligence Research and Education
"Teams are an important part of the intelligence community, but this is one area that is woefully underesearched. I believe Richard is breaking new ground with this work."
--Robert Herd, former Program Manager, Central Intelligence Agency
"If you create or serve on teams--and who doesn't?--this is a vital book. It can serve as a blueprint for either business or intelligence community reform because it delves into crucial organizational soft wiring--what makes teams and people tick--rather than tired, ineffective hardwired solutions such as new organizational design, revamped policies, and yet another oversight committee."
--Mike Mears, former Chief of Human Capital, Central Intelligence Agency
"Collaborative Intelligence will be of great value to the intelligence community and to executives, managers, and the reading public interested in how to create outstanding teams. It serves both as a very smart, accessible, and practical guide and as a superb introduction to the underlying scholarly research."
--Lynn Eden, Senior Research Scholar and Associate Director for Research, Center for International Security and Cooperation, Stanford University