А вот эта статья очень крутая.
“What Google Learned From Its Quest to Build the Perfect Team”:
Чуваки исследовали команды, чтобы определить, почему одни команды успешные, а другие — нет. В результате поняли, что:
As the researchers studied the groups, however, they noticed two behaviors that all the good teams generally shared. 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.’’ On some teams, everyone spoke during each task; on others, leadership shifted among teammates from assignment to assignment. But in each case, by the end of the day, everyone had spoken roughly the same amount. ‘‘As long as everyone got a chance to talk, the team did well,’’ Woolley said. ‘‘But if only one person or a small group spoke all the time, the collective intelligence declined.’’
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. One of the easiest ways to gauge social sensitivity is to show someone photos of people’s eyes and ask him or her to describe what the people are thinking or feeling — an exam known as the Reading the Mind in the Eyes test. People on the more successful teams in Woolley’s experiment scored above average on the Reading the Mind in the Eyes test. They seemed to know when someone was feeling upset or left out. People on the ineffective teams, in contrast, scored below average. They seemed, as a group, to have less sensitivity toward their colleagues.
Within psychology, researchers sometimes colloquially refer to traits like ‘‘conversational turn-taking’’ and ‘‘average social sensitivity’’ as aspects of what’s known as psychological safety — a group culture that the Harvard Business School professor Amy Edmondson defines as a ‘‘shared belief held by members of a team that the team is safe for interpersonal risk-taking.’’ Psychological safety is ‘‘a sense of confidence that the team will not embarrass, reject or punish someone for speaking up,’’ Edmondson wrote in a study published in 1999. ‘‘It describes a team climate characterized by interpersonal trust and mutual respect in which people are comfortable being themselves.’’
Надо давать другим чувакам говорить и высказывать мнение. Если кто-то один все время говорит, “задавливает” остальных, имеет громкое мнение по каждому вопросу — люди боятся высказывать свои мысли.
Эмоциональный интеллект важен, надо уметь чувствовать эмоции и настроение друг-друга по невербальным признакам. (ну то есть если случайно повел себя как мудак — заметишь и извинишься)
Важна атмосфера безопасности, когда каждый может смело принимать рискованные решения, не бояться ошибок, признать свою неправоту или уязвимость. Атмосфера доверия и уважения.