What do you think?
Rate this book
Transcompetition: Moving Beyond Competition and Collaboration
The award-winning authors of Why Teams Don't Work draw on ideas, lessons and examples from the worlds of current events, business history, psychology, anthropology, and the transcompetitive swarming of ants and bees to present a new trend in management style called transcompetition. Transcompetition combines the best tactics of business war and the new spirit of teamwork to encourage an alliance between individuals and organizations. With easy-to-follow guidelines for transforming your organizational style, the authors explain how to create and maintain a collaborative environment that hires the best and optimizes the rest.
- GenresBusiness
251 pages, Hardcover
First published January 1, 1998
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 1 of 1 review
March 29, 2020
Quite a big business at the time it was published, well written with relevant examples.
But it is uni;t squarely on the ‘straw man’ argument that being obsessed with either competition or collaboration is a bad thing and that there is instead a middle way. Unfortunately despite the title, the authors never get around to a clear definition of what transcompetition actually is. They spend hundreds of pages telling us what it is not and how anyone who follows the extremes of competition or collaboration are fools, but a;art from telling us that transcompettion is based on rationality and emotional maturity there is not much else.
For much of the book the focus is on explaining the dangers of being over;y competitive, but we have known that for years. The authors use chapter after chapter to make the same point but don’t actually use the term unhealthy competition which expresses the same idea in just two words. The idea that companies don’t know to avoid unhealthy competition is naive and strategy books for many years have advocated strategies of avoiding direct damaging head to head competition where possible.
Not much that I can really take away from this book I am afraid.
But it is uni;t squarely on the ‘straw man’ argument that being obsessed with either competition or collaboration is a bad thing and that there is instead a middle way. Unfortunately despite the title, the authors never get around to a clear definition of what transcompetition actually is. They spend hundreds of pages telling us what it is not and how anyone who follows the extremes of competition or collaboration are fools, but a;art from telling us that transcompettion is based on rationality and emotional maturity there is not much else.
For much of the book the focus is on explaining the dangers of being over;y competitive, but we have known that for years. The authors use chapter after chapter to make the same point but don’t actually use the term unhealthy competition which expresses the same idea in just two words. The idea that companies don’t know to avoid unhealthy competition is naive and strategy books for many years have advocated strategies of avoiding direct damaging head to head competition where possible.
Not much that I can really take away from this book I am afraid.
Displaying 1 - 1 of 1 review