Google embarked on an ambitious initiative, Project Aristotle, to decode the DNA of successful teams. Despite extensive investment and research, no patterns emerged from scrutinising hundreds of Google’s teams. It was found that team success didn’t hinge on the mix of personalities, backgrounds, or skills.
The breakthrough came from research on group norms, the unspoken and often unconscious set of rules that guide team behaviour. The key to high-performing teams was a shared sense of psychological safety, a belief that one won’t be punished for making a mistake. This fosters a culture of openness and risk-taking, encouraging collaboration and innovation.
A case study of two Google teams, one high-performing and one struggling, highlighted this. The high-performing team had a culture of empathy and equal participation, where everyone felt safe to contribute. In contrast, the struggling team was dominated by one individual, stifling others’ input and creating a hostile environment.
Project Aristotle’s findings have significant implications for how companies structure and manage teams. The focus should be on fostering psychological safety, promoting empathy, and ensuring equal participation. This shift in emphasis from individual talent to team dynamics could revolutionise the way businesses operate.
Go to source article: https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html