TransCompetition : moving beyond competition and collaboration

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Searching... PSZ JB	30000003996604	HF5548.8 R62 1998	Open Access Book	Book	Searching... Unknown
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When does competition cross the line from something that advances a proposition to something that hinders it? And why is team-based collaboration practiced everywhere today, even though it is not always the best alternative?

Reviews 2

Booklist Review

Almost a decade ago, Robbins touted the advantages of teamwork and collaboration in Turf Wars: Moving from Competition to Collaboration (1990). Five years later, he and Finley acknowledged some of the barriers to collaboration in Why Teams Don't Work: What Went Wrong and How to Make It Right (1995). Now, the two propose a new management model that combines the best elements of both collaboration and competition. Robbins is a licensed clinical psychologist, and Finley is a business writer whose columns are carried by the Knight Ridder newspaper chain. They document the destructive effects of competition and the often ineffective results of collaboration. Using self-and organizational-assessment tools and examples from the corporate world, the authors show how to combine these two strategies to best advantage. This book is the second imprint in a new series from Business Week magazine, and Robbins and Finley utilize short, article-length chapters that reflect Business Week's journalistic style. (Reviewed April 1, 1998)0070530823David Rouse

Library Journal Review

Coauthors of Why Teams Don't Work (LJ 7/97), Robbins and Finley now tackle traditional concepts of competition vs. collaboration in business, offering as an alternative what they refer to as "transcompetition." Eschewing either end of the continuum, the authors attempt to define the right mix of competition and collaboration in today's radically changing business environment, with a heavy emphasis on the fields of anthropology, psychology, history, and biology. Their goal is to break the cycle of winning at all costs, or of suppressing the individual for the good of the group, while integrating the best of both approaches in an alliance between individuals and organizations. Examples of companies clearly representing these conflicting approaches abound here, but the idea of a transcompetitive organization is sadly lost in a mush of New Age ideas sorely in need of a point. Look to Margaret Wheatley's Leadership and the New Science (Berrett-Koehler, 1993) for a far better understanding of natural laws applied to organizations. Buy only on demand at larger public libraries.Dale F. Farris, Groves, TX (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

Preface	p. vii
Acknowledgments	p. xvii
A World of Losers	p. 1
Cracks in the wall of a powerful theory
The Competitive Sandwich	p. 11
We're caught in the squeeze between good and bad
The Realm of Connectedness	p. 19
Things that go beyond competition
Not-So-Great Stuff about Collaboration	p. 25
Why "teamwork" can't solve every problem
The Big Vague	p. 31
The catastrophe of supercollaboration
The Pyrrhic Fallacy	p. 35
The unbearable cost of winning
The Brute Cycle in Action	p. 41
Fighting back against supercompetitors
Belling the Bullies	p. 47
The relative magic of exchange, encircle, and exact
New Ways of Winning	p. 53
Naming the transcompetitive habits
The Joy of Cannibalism	p. 57
And other rites of natural connection
Fugues and Variations	p. 69
Other factors in competitive style
Competition and Culture	p. 85
How it varies from people to people
The Mirage of the Beagle	p. 105
Supercompetition is never "Nature's way"
The Burgeoning Brain	p. 109
Why "rationality" doesn't work
Mythic Faces	p. 113
The Brute, the Trickster, the Hermit, and the Pawn
Assessment Tools	p. 127
Finding out what you and your organization are
Transcompetition in Action	p. 137
Applying the assessment information you just obtained
The Fruit of the Pineapple Tree	p. 149
Grafting the transcompetitive habits
Borrowing from Minneapolis to Pay St. Paul	p. 165
Competition and teams
Dead Men and Headmen	p. 177
Leading a team of competers
Pain and Partnering	p. 185
Why intercompany teaming seldom works
Red Rover, Red Rover	p. 193
Linking arms with one's enemies
Competing with Employees	p. 201
More tales of corporate cannibalism
Swallowing the Hand That Feeds You	p. 211
Competing with your customers
The Sign of the Scorpion	p. 217
Competing with shareholders
Global Economic Warfare	p. 223
Competitiveness between economic regions
The Flight of the Billionaires	p. 227
An unlikely source of transcompetitive thinking
The New Art of Unknowing	p. 231
Why exchange, encircle, and exact works
The Synedelphia Story	p. 237
The future of competition
Pop Quiz	p. 241
Index	p. 243

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