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  • Atricle Dump - The Manager's Role: Parts is Parts - NOT

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    er's focus only on her part of the organization. But it's not good for the business.

    When your team fun

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    for a particular function, geography or product. The same structure usually applies at other levels in the organization as well. This can easily translate into silos - functional groups that work in isolation from other groups with little or no inter-group communication or collaboration. That's a natural outcome of the manager's focus only on her part of the organization. But it's not good for the business.

    When your team fun

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    rganization as well. This can easily translate into silos - functional groups that work in isolation from other groups with little or no inter-group communication or collaboration. That's a natural outcome of the manager's focus only on her part of the organization. But it's not good for the business.

    When your team fun

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    er groups with little or no inter-group communication or collaboration. That's a natural outcome of the manager's focus only on her part of the organization. But it's not good for the business.

    When your team fun

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    er's focus only on her part of the organization. But it's not good for the business.

    When your team functions in isolation from others, you get what is sometimes called "sub-optimization." That just means that your part is working well (optimized) but not in a way that optimizes the performance of the whole. To fix that problem, you have to learn to pay attention to both the parts and the whole.

    Turn some of your attention away from your part. Pay attention to the connections and relationships among the parts. Look

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