@article{amabileIDEOCultureHelping2014,
  title = {{{IDEO}}'s Culture of Helping},
  author = {Amabile, Teresa and Fisher, Colin M. and Pillemer, Julianna},
  year = {2014},
  volume = {2014},
  abstract = {[Excerpt] Few things leaders can do are more important than encouraging helping behavior within their organizations. In the top-performing companies it is a norm that colleagues support one another's efforts to do the best work possible. That has always been true for pragmatic reasons: If companies were to operate at peak efficiency without what organizational scholars call '' citizenship behavior,'' tasks would have to be optimally assigned 100\,\% of the time, projects could not take any unexpected turns, and no part of any project could go faster or slower than anticipated. But mutual helping is even more vital in an era of knowledge work, when positive business outcomes depend on creativity in often very complex projects. Beyond simple workload sharing, collaborative help comes to the fore -- lending perspective, experience, and expertise that improve the quality and execution of ideas.

Helpfulness must be actively nurtured in organizations, however, because it does not arise automatically among colleagues. Individuals in social groups experience conflicting impulses: As potential helpers, they may also be inclined to compete. As potential help seekers, they may also take pride in going it alone, or be distrustful of those whose assistance they could use. On both sides, help requires a commitment of time for uncertain returns and can seem like more trouble than it's worth. Through their structures and incentives, organizations may, however unwittingly, compound the reluctance to provide or seek help.},
  journal = {Harvard Business Review},
  keywords = {*imported-from-citeulike-INRMM,~INRMM-MiD:c-13145081,complexity,cooperation,knowledge-integration,research-management,system-engineering},
  lccn = {INRMM-MiD:c-13145081},
  number = {1}
}

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That has always been true for pragmatic reasons: If companies were to operate at peak efficiency without what organizational scholars call '' citizenship behavior,'' tasks would have to be optimally assigned 100\\,% of the time, projects could not take any unexpected turns, and no part of any project could go faster or slower than anticipated. But mutual helping is even more vital in an era of knowledge work, when positive business outcomes depend on creativity in often very complex projects. Beyond simple workload sharing, collaborative help comes to the fore – lending perspective, experience, and expertise that improve the quality and execution of ideas. Helpfulness must be actively nurtured in organizations, however, because it does not arise automatically among colleagues. Individuals in social groups experience conflicting impulses: As potential helpers, they may also be inclined to compete. As potential help seekers, they may also take pride in going it alone, or be distrustful of those whose assistance they could use. On both sides, help requires a commitment of time for uncertain returns and can seem like more trouble than it's worth. Through their structures and incentives, organizations may, however unwittingly, compound the reluctance to provide or seek help.","journal":"Harvard Business Review","keywords":"*imported-from-citeulike-INRMM,~INRMM-MiD:c-13145081,complexity,cooperation,knowledge-integration,research-management,system-engineering","lccn":"INRMM-MiD:c-13145081","number":"1","bibtex":"@article{amabileIDEOCultureHelping2014,\n title = {{{IDEO}}'s Culture of Helping},\n author = {Amabile, Teresa and Fisher, Colin M. and Pillemer, Julianna},\n year = {2014},\n volume = {2014},\n abstract = {[Excerpt] Few things leaders can do are more important than encouraging helping behavior within their organizations. In the top-performing companies it is a norm that colleagues support one another's efforts to do the best work possible. That has always been true for pragmatic reasons: If companies were to operate at peak efficiency without what organizational scholars call '' citizenship behavior,'' tasks would have to be optimally assigned 100\\,\\% of the time, projects could not take any unexpected turns, and no part of any project could go faster or slower than anticipated. But mutual helping is even more vital in an era of knowledge work, when positive business outcomes depend on creativity in often very complex projects. Beyond simple workload sharing, collaborative help comes to the fore -- lending perspective, experience, and expertise that improve the quality and execution of ideas.\n\nHelpfulness must be actively nurtured in organizations, however, because it does not arise automatically among colleagues. 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