- January 4, 2018
- Posted by: Victor Vorski
- Category: Article Summaries
By CHARLES DUHIGG at New York Times Magazine
A great article on google’s research which shows unquestionably that trust and psychological safety are the key to effective teams.
But how to create this psychological safety, trust and a culture of good communication in a distributed/remote team?
“In the best teams, members listen to one another and show sensitivity to feelings and needs.”
“The right norms, in other words, could raise a group’s collective intelligence, whereas the wrong norms could hobble a team, even if, individually, all the members were exceptionally bright.”
“…on the good teams, members spoke in roughly the same proportion […] As long as everyone got a chance to talk, the team did well, […] But if only one person or a small group spoke all the time, the collective intelligence declined.’
“Second, the good teams all […] were skilled at intuiting how others felt based on their tone of voice, their expressions and other nonverbal cues.”
‘‘… a team climate characterized by interpersonal trust and mutual respect in which people are comfortable being themselves.’’
“Google’s data indicated that psychological safety, more than anything else, was critical to making a team work.”
“establishing psychological safety is, by its very nature, somewhat messy and difficult to implement.”