Organizing Genius: The Secrets of Creative Collaboration
by Warren Bennis and Patricia Ward Biederman
(Addison-Wesley, 1997)

Organizing Genius provides a fascinating glimpse into the dynamics of exemplary organizations — exemplary in terms of creativity, leadership, and teamwork. Using the definition of creativity as "connecting things," the authors define creative collaboration as a special kind of teamwork that yields extraordinary results. Such collaboration is the result of "great leaders who exist in fertile relationship with Great Groups" (p. 3). Bennis and Biederman tell seven true stories of creative collaborations from a range of fields. The stories may be used either as think pieces or as "how-tos." I found myself doing both.

The stories, with topics ranging from Disney animation, to Black Mountain College, to the military "skunk works," share common elements. Everyone in a Great Group is gifted, driven by intrinsic motivation, aligned with the clear group mission or collective goal, willing to sacrifice self (and on the downside, sacrifice family), and eager to find joy in discovery. Great Group members tend to be male, white, and young — tinkerers and boundary busters with extreme confidence.

The Great Group is organized with a focus on talent, not titles. Roles are not interchangeable. The sense of autonomy is strong, yet focused on the common goal. Control and external constraints are minimal. The place where the group gathers to work is serviceable, perhaps even shabby. The results of the work of the Great Group are tangible.

Leaders of these creative, collaborative groups are pragmatic dreamers with original vision, keen eyes for talent, and skill in building commitment among group members. They are trustworthy, and they accept failures.

In the final chapter, fifteen take-home lessons are listed. These provide interesting dialogue starters for existing or new teams.

However, I question some of the lessons. For example, does a group need to think of itself as an underdog to collaborate creatively? What does the "win-lose" attitude contribute to — and take from — a group?

The lessons lead me to question some of the practices we have in our church organizations, especially congregations. Some policies may promote mediocrity instead of creativity. How much does enforced rotation of leadership deter from maximum achievement? Church leaders can take the lead in exploring these questions.

Organizing Genius also raises some other questions for me:

• Why are women and racial ethnic groups under-represented in Great Groups?

• Must the focus on the common goal be so intense that family and outside relationships suffer?

I hope that Bennis and others who study the broad field of leadership and groups will explore these questions.

Evelyn Burry is retired from the staff of the General Board of Discipleship.

(originally posted August 1997)

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