书名：The Culture Code: The Secrets of Highly Successful Groups文化密码：成功团队的秘密

作者：Daniel Coyle
出版社名称：Random House Business
出版时间：2019
语种：英文
ISBN：9781847941275
商品尺寸：12.9 x 1.8 x 19.8 cm
包装：平装
页数：304（以实物为准）
★纽约时报畅销书
★《一万小时天才理论》作者全新力作

本书The Culture Code: The Secrets of Highly Successful Groups《文化密码：成功团队的秘密》是美国作家丹尼尔·科伊尔的新书。书中介绍了许多关于团队的新思维，提供了大量有趣的案例，告诉读者如何建立和维系一个团队，以及如何让新加入团队的人更好地融入团队、发挥自己的能力等。从皮克斯到谷歌，再到美国海军海豹突击队，这些例子将教会读者信任、合作在一个团队中的重要性，让读者在工作、生活中也能够建立高效的团队，形成亲密合作的关系。

THE NEW YORK TIMES BESTSELLER
How do you build and sustain a great team?
The Culture Code reveals the secrets of some of the best teams in the world – from Pixar to Google to US Navy SEALs – explaining the three skills such groups have mastered in order to generate trust and a willingness to collaborate. Combining cutting-edge science, on-the-ground insight and practical ideas for action, it offers a roadmap for creating an environment where innovation flourishes, problems get solved, and expectations are exceeded.

Review
"A relevant mix of solid academic research along with practical advice and not-quite-usual . . . anecdotes from the trenches."(Max Levichin, co-founder of Paypal, Books of the Year Bloomberg)

"The Culture Code is the perfect leadership manifesto for entrepreneurial startups, established enterprises and all manner of businesses in between." (Business Insider)

"It’s great . . . Dan went inside incredibly successful organisations like Pixar, the San Antonio Spurs, and SEAL Team Six to uncover how diverse groups learn to function with a single mind." (Inc.)

"There are profound ideas on every single page, stories that will change the way you work, the way you lead, and the impact you have on the world. Highly recommended, an urgent read."(Seth Godin, author of Linchpin)

"Pop science meets a business pep talk in a useful primer on building better organisations . . . Useful throughout."(Kirkus Reviews)丹尼尔·科伊尔，畅销书作家，美国运动书籍作家之一，致力于研究运动界中英雄与奇才的学习方法与成功经历，喜爱探索天才的秘密。其著作《兰斯阿姆斯特朗的战争》（Lance Armstrong's War）荣登《纽约时报》畅销书榜。纪实作品《硬球》（Hardball：A Season in the Projects），记录了一群孩子的棒球竞技旅程，成为好莱坞票房影片《临时教练》剧本原型。担任《户外》（Outside）杂志特约编辑，曾两次入围美国杂志奖候选名单。

Daniel Coyle is the Sunday Times bestselling author of several books, including The Talent Code, The Little Book of Talent and Lance Armstrong: Tour de Force. He lives with his wife and four children in Homer, Alaska, and Cleveland Heights, Ohio.
Meet Nick, a handsome, dark-haired man in his twenties seated comfortably in a wood-paneled conference room in Seattle with three other people. To outward appearances, he is an ordinary participant in an ordinary meeting. This appearance, however, is deceiving. The other people in the room do not know it, but his mission is to sabotage the group's performance.

Nick is the key element of an experiment being run by Will Felps, who studies organizational behavior at the University of South Wales in Australia. Felps has brought in Nick to portray three negative archetypes: the Jerk (an aggressive, defiant deviant), the Slacker(a withholder of effort), and the Downer(a depressive Eeyore type). Nick plays these roles inside forty four-person groups tasked with constructing a marketing plan for a start-up. In effect, Felps injects him into the various groups the way a biologist might inject a virus into a body: to see how the system responds. Felps calls it the bad apple experiment.

Nick is really good at being bad. In almost every group, his behavior reduces the quality of the group's performance by 30 to 40 percent. The drop-off is consistent whether he plays the Jerk, the Slacker, or the Downer.

"When Nick is the Downer, everybody comes into the meeting really energized. He acts quiet and tired and at some point puts his head down on his desk," Felps says."And then as the time goes by, they all start to behave that way, tired and quiet and low energy. By the end, there are three others with their heads down on their desks like him, all with their arms folded."

When Nick plays the Slacker, a similar pattern occurs.

"The group quickly picks up on his vibe," Felps says."They get done with the project very quickly, and they do a half-assed job. What's interesting, though, is that when you ask them about it afterward, they' re very positive on the surface.

They say, We did a good job, we enjoyed it.' But it isn't true.

They'd picked up on the attitude that this project really didn't matter, that it wasn't worth their time or energy. I'd gone in expecting that someone in the group would get upset with the Slacker or the Downer. But nobody did. They were like,' Okay, if that's how it is, then we'll be Slackers and Downers too.'"