- Hardcover: 284 pages
- Publisher: Wiley; 1 edition (December 10, 2012)
- Language: English
- ISBN-10: 1118407865
- ISBN-13: 978-1118407868
- Product Dimensions: 5.7 x 1 x 8.7 inches
- Shipping Weight: 15.2 ounces (View shipping rates and policies)
- Average Customer Review: 17 customer reviews
- Amazon Best Sellers Rank: #1,373,367 in Books (See Top 100 in Books)
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Midnight Lunch: The 4 Phases of Team Collaboration Success from Thomas Edison's Lab Hardcover – December 10, 2012
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Thomas Edison created multibillion-dollar industries that still exist today. What many people don't realize is that his innovations weregenerated through the power of collaboration. Edison's collaborative approach propelled him to generate a record-breaking 1,093 US patents and 1,293 international patents over 62 consecutive years. Authored by Edison's great-grandniece, Midnight Lunch provides an intriguing look at how you can use Edison's collaboration methods to strengthen face-to-face and virtual teams today.
Leaders need to know how to design teams for maximum innovation impact, "rewire" their organizational culture to create growth, and hire collaborative employees that will thrive in an innovation-driven enviroment.Midnight Lunch outlines Edison's four phases of collaboration success, and demonstrates how different combinations of live and digital resources can deliver outstanding ROI.
Through action steps that yield high-impact results, Midnight Lunch shows how to:
Build a team from diverse disciplines, ensuring multiple perspectives, rapid problem-solving, and a foundation for collaboration to thrive
Mix specialists and generalists on the same team, preventing groupthink and discouraging a culture of "superstars"
Encourage dialogue and experimentation
Craft physical space that supportstrue collaboration
Focus your team's attention on progress and small wins
Reskill team members for collaboration success in the digital era
Footprint your team's work, generating collective intelligence others can follow
In the coming decade, organizationsmust make true collaboration a priority ifthey want to remain nimble in the face of constantly shifting economic forces. Midnight Lunch brings Edison's legacy into the twenty-first century, offering us an imperative to embrace our collaborative spirit and achieve astonishing results.
From the Back Cover
Praise for Midnight Lunch
"Caldicott powerfully updates Edison's collaboration process for use by organizations operating in today's hyper-competitive global economy. If you're looking for a way to accelerate growth through innovation, this book offers deep insights on why collaboration is the 'superskill' that will drive success."
Verne Harnish, CEO, Gazelles; coauthor of The Greatest Business Decisions of All Time
"Sarah has added an indispensable contribution to the success formula for business. Midnight Lunch magnifies one of Thomas Edison's most treasured traitscollaboration. This incredible piece of work provides insightful, yet practical guidance for all who desire to innovate their way to success."
D. Keith Pigues, coauthor of Winning with Customers: A Playbook for B2B ;Dean, North Carolina Central University School of Business
"Innovation is not about individual heroes with a vision, it is about collaboration. Edisonunderstood this well, and Caldicott is a skilled guide to how he really got so much done.Applying Edison's four phases of collaboration will bring new power to your team efforts."
Chris Trimble, coauthor of Reverse Innovation and The Other Side of Innovation
"Organizations today often fail to engage collaboration as a crucial part of their innovationprocess. Caldicott reminds us that Edison's world-changing success stemmed in largemeasure from his collaborative culture. Midnight Lunch updates Edison's approach for the twenty-first century, offering a practical guide for developing nimble collaborations."
Vijay Govindarajan, Earl C. Daum Professor of International Business,Tuck School of Business at Dartmouth College; coauthor of Reverse Innovation
"As in her earlier work, Sarah digs deep into her kinsman Thomas Edison's actual practices. We hear so much talk about 'innovation.' Well, here was the ultimate innovator, straddling fields and decades in his prodigious output. How did it really happen? Edison saw it as a team game. Sarah tells us how it was played."
Nigel Cameron, President, Center for Policy on Emerging Technologies
"Midnight Lunch inspires action to orchestrate and groom multidisciplinary rock bands in an organization, not just individual rock stars, creating extraordinary results."
Manish Tangri, Associate Director, New Business, Intel Corporation
"In an evermore complex and rapidly changing digital world, Caldicott effectively demonstrates the importance of collaboration as a crucial 'superskill' necessary for rapid innovation today. Read Midnight Lunch. Engage your people. Build collaborative networks. And innovate!"
Maria Thompson, Director of Innovation Strategy, Motorola Solutions
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Never have there a been a more succinct distinction between teamwork and collaboration:
"To illustrate some key differences between teamwork and true collaboration, consider the example of a pair of two-person teams: Team A and Team B. Imagine they each have one member that is 5 feet tall and another who is 6 feet tall. Team A and Team B are given the same task to travel together from one end of a football field to the other in less than 10 minutes. Team A's members respond by simply clasping hands and running side by side from one end zone to the other easily achieving their goal. Team B elects to travel the length of the field side by side in a three-legged race. The left leg of one person is bound to the right leg of the other person. They must grasp each others shoulders to keep balance and determine the right place to bind their legs so they can run in unison."
While Team A's strategy is straight forward, Team B's strategy built in deeper learning and required collaboration. Team B learned much more and is more able to manage higher layers of complexity. Moving forward in life and business is very much like running that three-legged race - where the discipline to connect and the placement of where to connect is vital."
We can expect the macro to be increasingly more volatile and our ability to navigate and create value with others is going to rely on how we engage to accomplish our shared goals. As Caldicott states,"our core challenges is to acknowledge where and how to embrace collaboration as the centerpiece for this new ecosystem." Collaboration is not a means to the goal; collaboration is the goal itself.
Here is a basic outline of the four phases of collaboration:
Phase 1: Capacity Seeing a challenge though the eyes of another discipline
Phase 2: Context Developing a new context for framing a problem
Being willing to question facts and test creative hypothesis
Phase 3: Coherence Inspiring others to go beyond their perceived limitations
Navigating conflict positively
Phase 4: Complexity Recognizing how complexity impacts team effectiveness
Capturing the collective intelligence of a team
"Within the four phases of capacity, context, coherence and complexity lies the glue that linked Edison's true collaboration practices to the success of his innovative enterprise." This glue is perhaps the mindset Edison had regarding the value of collective intelligence to solve a problem, the importance of diversity, and deep appreciation for collegiality.
There is an explicit design based on gathering facts and scenarios and there is a fundamental need for inspiration and aspiration. Throughout the book Caldicott shares very practical scenarios and case study examples illustrating the distinctions and tactics within each phase. Many of you have probably already read Daniel Pink's Whole New Mind. I find it interesting that the model extracted from Edison has a wonderful blend of left brain, right brain.
An area that Caldicott touched on that I believe we need to amplify and pay much more attention to is the phase and concept regarding "coherence." I don't think people really understand the need for psychological safety when problem solving or creating innovation. There needs to be trust for risks to be taken, there needs to be safety for people to fail, there needs to be more ways for people to process conflict. People need to have stories and experiences outside of the work to express themselves and make deeper connections.
Give me six hours to chop down a tree and I will spend the first four sharpening the axe ~ Abraham Lincoln
While this is a celebration of Thomas Edison's contribution to our collaboration practice, I find this message from Abraham Lincoln to be vital. We often don't take the time and effort One of the reasons why Thomas Edison was so successful in his innovation was the way he created conditions for robust collaboration to occur the deliberate manner and deep appreciate he had for how multiple perspectives add value to learning & creating. He put in four hours thinking about how to create a great experience for team members and designing ways to foster coherence. One is left thinking it is the chef more than the recipe that makes a great meal - so to in creating teams that foster innovative outcomes.
People continue to seek silver bullets to solve very complex problems. What Caldicott does is remind us that it takes the right mindset, a commitment to design, and continuous investment to create environments & relationships that result in good ideas. All who lead a team, participate on a team or have direct reports can gain valuable insight from this meld of history and case study.
You can follow @sarahcaldicott to be part of the synchronous conversation about #innovation & #collaboration.
Author Strategy Leadership and the Soul
"Edison's dedication to collaboration crystallizes what we are capable of at our best. His astonishing contributions inspire us to achieve more, to embrace more, to explore the richness of our mental capacities. Edison's achievements consistently defied the boundaries of what the scientific community believed was possible-- indeed, what was believed to be humanly possible."
Midnight Lunch is focused on collaboration and on grounding Thoman Edison's belief that collaboration is a key ingredient in successful innovation. Edison's collaboration methods are relevant to strengthening live and virtual teams today and the title referes to one such practice--late night gatherings of team members at Edison's workshop and laboratory in Menlo Park, New Jersey--leading to collaborative sessions that served as the genesis of inventions and innovations that have become famous the world over and resulted in 1,093 US patents.
Edison did indeed touch millions of people through his inventions--inventions he acknowledges he would not have gotten credit for had it not been for the hard work of his laboratory teams. This book directly tackles the knock on Edison's reputation that he was self-aggrandizing. Caldicott places him firmly in the context of a whole network of divergent players who, through their collaborative efforts and his guidance and urging, were able to be hugely productive and largely successful.
In this light Edison offers Caldicott a blueprint for the presentation of a framework for achieving such high-performing collaboration. That method has four phases, which make up the four primary sections of the book:
Phase 1: Capacity--Select small, diverse teams of two to eight people who will thrive in an environment of discovery learning and collegiality.
Phase 2: Context--Focus the outlook of the team toward development of new context that broadly frames the problem or challenge under consideration. Use a combination of individual learning plus hands-on activities to drive perspectives for potential solutions.
Phase 3: Coherence--Maintain collaboration momentum, creating frameworks for progress through inspiration and inspirational leadership even though disagreements may exist. Newly discover, or reemphasize, the shared purpose that binds the team together.
Phase 4: Complexity--Equip and reskill teams to implement new ideas or new solutions using internally and externally networked resources, rapidly accessing or managing complex data streams the team must navigate. Leave a footprint that contributes to a broader collective intelligence.
In outlining this approach, Caldicott is also very clear about the fact that these are skills for a new economy:
"In a global business environment that increasingly values speed and nimble thinking to deliver breakthroughs, true collaboration now represents a superskill that will be fundamental for you and a high percentage of the individuals in your organization to possess. Less visible, and traditionally less valued, skills that marry the talents of the individual with interlocking webs of capability, such as data synthesis, leading and inspiring others, perceiving and communicating progress, and facilitating debate, will surge to the fore."
As if to recognize the necessity of those newly ascendent skills, Midnight Lunch also leaves room for the notion that collaboration will also need to evolve in order to meet the unseen needs of the future. For those interested in collaboration and innovation and how to grow the skills of your organization in order to realize a more innovation-capable culture, I commend this book to you.
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