I finished "Peopleware: Productive Products and Teams", by DeMarco and Lister, the other night. It was a really good collection of "management" essays about how to lead teams of knowledge workers. It's mostly focused on software developers, but it has some applicability to other fields as well, I think. One of the more interesting chapters in it was the chapter on Teamicide -- things you do as a manager that make it impossible for your team to jell into a cohesive team. It was particularly interesting that there's nothing you can do to make a team jell, but there are certainly things that you can do that guarantee it won't happen.
A lot of the strategies and particulars were things that I don't have the authority to influence (yet), but it's a good picture of making teams that work well together and are more productive, and probably more fun to be on.
Next up: "In Defense of Sanity" -- a collection of essays by G.K. Chesterton!
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