Sublime

One that is less cohesive because members have never before worked together or have profoundly conflicting values may break apart at a high level of heat.

A culture of silence can thus be understood as a culture in which the prevailing winds favor going along rather than offering one's concerns.

We don’t want to lose; we don’t want to fail.

accountability, people tend to stay within their comfort zone, and when there’s accountability but not safety, people tend to stay silent in an anxiety zone. When we combine the two, we create a learning zone.19 People feel free to experiment—and to poke holes in one another’s experiments in service of making them better. They become a challenge ne

1. Build self-awareness to build mutual awareness

Teams and organizations trap themselves, he says, in “defensive routines” that insulate our mental models from examination. Consequently we develop “skilled incompetence,”a marvelous oxymoron to describe being “highly skillful at protecting ourselves from pain and threat posed by learning situations,” but because we fail to learn we remain incompet

and thus will not be valued. Perhaps

because they had spent time working together through multiple flights, they’d made fewer errors as teams.

Great Groups are full of talented people who can work together.