Google проанализировал, чем его успешные команды отличаются от неуспешных на выборке из 180 тимов за четыре года. Вообще, я страшно рекомендую всю статью в NY Times "What Google Learned From Its Quest to Build the Perfect Team", но если лень читать, то вот основное саммари:
1. But what was confusing was that not all the good teams appeared to behave in the same ways. ‘‘Some teams had a bunch of smart people who figured out how to break up work evenly,’’ said Anita Woolley, the study’s lead author. ‘‘Other groups had pretty average members, but they came up with ways to take advantage of everyone’s relative strengths. Some groups had one strong leader. Others were more fluid, and everyone took a leadership role.’’
2. Norms are the traditions, behavioral standards and unwritten rules that govern how we function when we gather: One team may come to a consensus that avoiding disagreement is more valuable than debate; another team might develop a culture that encourages vigorous arguments and spurns groupthink. Norms can be unspoken or openly acknowledged, but their influence is often profound. Team members may behave in certain ways as individuals — they may chafe against authority or prefer working independently — but when they gather, the group’s norms typically override individual proclivities and encourage deference to the team.
3. В конечном итоге, значимы только два фактора. Все успешные команды отличает, во-1, постоянный равный вклад в коммуникацию всех её участников, и во-2, их высокий эмоциональный интеллект и открытость.
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.
Последнее создаёт ощущение психологической безопасности группы, которое и определяет её успешность/ эффективность. Psychological safety and emotional conversations [about personal experience] were related. The behaviors that create psychological safety — conversational turn-taking and empathy — are part of the same unwritten rules we often turn to, as individuals, when we need to establish a bond. And those human bonds matter as much at work as anywhere else. In fact, they sometimes matter more.
1. But what was confusing was that not all the good teams appeared to behave in the same ways. ‘‘Some teams had a bunch of smart people who figured out how to break up work evenly,’’ said Anita Woolley, the study’s lead author. ‘‘Other groups had pretty average members, but they came up with ways to take advantage of everyone’s relative strengths. Some groups had one strong leader. Others were more fluid, and everyone took a leadership role.’’
2. Norms are the traditions, behavioral standards and unwritten rules that govern how we function when we gather: One team may come to a consensus that avoiding disagreement is more valuable than debate; another team might develop a culture that encourages vigorous arguments and spurns groupthink. Norms can be unspoken or openly acknowledged, but their influence is often profound. Team members may behave in certain ways as individuals — they may chafe against authority or prefer working independently — but when they gather, the group’s norms typically override individual proclivities and encourage deference to the team.
3. В конечном итоге, значимы только два фактора. Все успешные команды отличает, во-1, постоянный равный вклад в коммуникацию всех её участников, и во-2, их высокий эмоциональный интеллект и открытость.
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.
Последнее создаёт ощущение психологической безопасности группы, которое и определяет её успешность/ эффективность. Psychological safety and emotional conversations [about personal experience] were related. The behaviors that create psychological safety — conversational turn-taking and empathy — are part of the same unwritten rules we often turn to, as individuals, when we need to establish a bond. And those human bonds matter as much at work as anywhere else. In fact, they sometimes matter more.