I read that article as well .. To me, this section stood out:
/"What Project Aristotle has taught people within Google is that no one
wants to put on a ‘‘work face’’ when they get to the office. No one
wants to leave part of their personality and inner life at home. But to
be fully present at work, to feel ‘‘psychologically safe,’’ we must know
that we can be free enough, sometimes, to share the things that scare us
without fear of recriminations. We must be able to talk about what is
messy or sad, to have hard conversations with colleagues who are driving
us crazy. We can’t be focused just on efficiency"/
On 02/26/2016 12:20 PM, Kevin Smith wrote:
Forwarding this to a wider list, since I think it's of interest to
anyone who works with teams.
On Thu, Feb 25, 2016 at 5:04 PM, Kristen Lans wrote:
http://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html-
It's a pretty long article, so for those who are short on time, here
is my very very abbreviated tl;dr:
Google did a bunch of research to try go figure out why some teams are
effective and others are not.
"First, on the good teams, members spoke in roughly the same
proportion, a phenomenon the researchers referred to as 'equality in
distribution of conversational turn-taking.' " Note that there are a
number of styles to achieve this, including talking over each other,
but fairly and with consent.
"Second, the good teams all had high ‘‘average social sensitivity’’ —
a fancy way of saying they were skilled at intuiting how others felt
based on their tone of voice, their expressions and other nonverbal cues."
"But Google’s data indicated that psychological safety, more than
anything else, was critical to making a team work."
Kevin Smith
Agile Coach, Wikimedia Foundation
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