1. 60 30 10
   1. Sources of variation in team effectiveness (J. Richard Hackmann)
   2. 60%: the way the team is design designed
      1. member selection
         1. "you, you, you" (not very effective)
         2. self-select
         3. team "hires" other members
      2. goal
      3. space the team will use
   3. 30%: how the team is launched
      1. how they are brought together
      2. how the issues are presented to them
      3. how they narrow the gap in their understanding of what the task is
      4. how they are going to work together
      5. how we're going to recognize and use our diverse skills
   4. 10%: coaching
2. Enabling Conditions
   1. Information related to the work
   2. Material support
   3. Access to external expertise
   4. Connection to the organization (feedback loops to keep them aligned with what the org needs them to do)
3. Having a "real" team
   1. Interdependent work
   2. Mutually accountable & responsible
   3. Complementary skills
   4. Small in size
      1. Min 3
      2. Max 10
         1. More than 10, tends to break in sub-groups
      3. 5 is the ideal size (Hackman research)
   5. Having a clear, compelling goal
      1. Goals that show how you're going to improve things for others tend to be more engaging
      2. Careful with overspecifying the goal, leaving no room for creativity
      3. "thou shall not" aspect: sets up the unacceptable solution, and the boundaries
4. Management must mean it
   1. Team is being told "you're empowered" but management gets frustrated and steps in
   2. Contradictory messages like saying that you want improvement, but then don't give any time for that
   3. Be clear on how much management work the team is expected to do
   4. Be clear on how decisions are made
      1. Team decisions
      2. Management decisions
      3. Shared decisions
5. Balancing acts within the team
   1. Learning vs Delivery
      1. ability to learn together is a core unit of improvement for a team
      2. Manager's role: protecting time for the team so they can learn
   2. My specialization vs Our work
      1. Shared definition of DONE
      2. Seniors working with Juniors, although it may "slow them down"
      3. Bottlenecks created by specialists
   3. Autonomy vs Responsibility
      1. responsibiity to deliver valuable softwares
      2. Managers' balancing act: when to step in?
         1. avoid starting from a directive position
         2. favour observation and feedback as first approach
6. Coaching
   1. effects of coaching heavily depend on the initial design of the team
      1. well designed teams
         1. effective coaching will really help
         2. ineffective coaching will have little impact
      2. poorly designed teams
         1. effective coaching will have little impact
         2. ineffective coaching is going to hurt a lot
7. "we couldn't have done it without you", "we couldn't have done it with you"
   1. Self-organization: the team is capable of coming up with new responses and new rutines based on the challenges they experience
   2. This depends on
      1. initial conditions
      2. how we help them understand the goal
      3. how they take advantage of their diverse skills
      4. how we help them have a process that is robust and enables them to make decisions
      5. how management clarifies how to make decisions
   3. After the initial conditions are set, it's up to the team to decide if they are going to self-organize or not, but there are no guarantees.