Smarter Faster Better: The Transformative Power of Real Productivity

There were, however, two behaviors that all the good teams shared. First, all the members of the good teams spoke in roughly the same

Rather than simply receiving information, teachers were forced to engage with it.

Teams succeed when everyone feels like they can speak up and when members show they are sensitive to how one another feels.

First, be sensitive to your own experiences. Pay attention to how things make you think and feel.

a sense of trust emerged among workers, managers, and customers that enticed everyone to work harder and stick together through the setbacks that are inevitable in any industry.

Self-motivation, in other words, is a choice we make because it is part of something bigger and more emotionally rewarding than the immediate task that needs doing.

About half the firms they studied remained in business for at least a decade;

the teams with the highest levels of psychological safety were also the ones with leaders most likely to model listening and social sensitivity. They invited people to speak up. They talked about their own emotions. They didn’t interrupt other people. When someone was concerned or upset, they showed the group that it was okay to intervene. They tri

The Agile methodology, as it came to be known, emphasized collaboration, frequent testing, rapid iteration, and pushing decision making to whoever was closest to a problem.