Reimagining Work
The human element of why relationships matter at work
In the world of work, understanding how to create effective teams has become a critical focus for many companies, especially as the nature of work evolves. The rise of remote work, advancements in technology, and shifting societal values have all contributed to a new vision of what work can and should be.
In 2012, Google’s Project Aristotle, an initiative aimed at discovering the secrets behind the most successful teams, was launched. Through extensive research, the team unearthed insights that challenge traditional notions of team dynamics and offer new ways to think about collaboration and productivity.
The paradox of team composition
Most people would assume that a team composed of highly skilled individuals would naturally be the most productive and innovative. However, Julia Rozovsky’s journey, as detailed in a New York Times article, demonstrates a fundamental paradox in team dynamics that challenges this assumption. Rozovsky, an MBA student at Yale, experienced starkly different group dynamics between her study group and her case competition team. Despite having similarly bright and outgoing individuals, her study group was fraught with tension and competitiveness, while her case competition team thrived on camaraderie and open communication.
This contrast puzzled her until she joined Google and became involved in Project Aristotle. The project, named after the philosopher who posited that the whole is greater than the sum of its parts, sought to understand why some teams at Google succeeded while others failed. Through years of meticulous data collection and analysis, the researchers found that the composition of a team — the individual traits and backgrounds of its members — mattered less than how team members interacted.
“In the best teams, members listen to one another and show sensitivity to feelings and needs.”
The role of group norms
The breakthrough came when the researchers shifted their focus from individual attributes to group norms. Norms, the unwritten rules and behaviours that govern how a team functions, emerged as the critical factor in determining a team’s success. The most effective teams at Google were those that fostered psychological safety, a term coined by Harvard Business School professor, Amy Edmondson. Psychological safety refers to a shared belief that the team is safe for interpersonal risk-taking, where members feel comfortable being themselves without fear of judgement or punishment.
No one wants to put on a “work face” when they get to the office. No one wants to leave part of their personality and inner life at home. But to be fully present at work, to feel “psychologically safe,” we must know that we can be free enough, sometimes, to share the things that scare us without fear of recriminations.
Two key behaviours that support psychological safety: conversational turn-taking and social sensitivity. Successful teams allowed everyone to speak roughly the same amount and were adept at reading each other’s nonverbal cues. This environment enabled open communication, mutual respect, and a sense of belonging where individuals feel valued and understood.
Redefining Productivity
I have briefly touched on this very debate in my piece about efficiency vs. authenticity. Project Aristotle’s most profound lesson is that optimising team performance goes beyond individual efficiency and technical skills. It emphasises the importance of human connections and emotional interactions in achieving high performance. This holistic approach aligns with the broader trend in workplaces towards valuing employee well-being and fostering inclusive cultures.
Conclusion
Reimagining work in today’s complex, team-based environments requires a shift in focus from individual performance to collective dynamics. Project Aristotle demonstrates that the key to building successful teams lies in creating environments where psychological safety, empathy, and open communication are prioritised. By embracing these principles, companies can unlock the full potential of their teams while also contribute to a more fulfilling and meaningful work experience for all members.
Looking to implement? Read on.
Five key dynamics that contribute to team effectiveness were identified;
Psychological safety — The belief that team members will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes.
Importance: Teams with higher psychological safety are more likely to take risks and be creative in the way they solve problems. This leads to more innovative and collaborative work environments.
How: Hold regular “blameless postmortems” after project milestones. During these sessions, team members discuss what went wrong and what can be improved without assigning blame. This helps reduce fear of criticism.
Dependability — The ability of team members to rely on each other to do high-quality work on time.
Importance: Teams where members can count on each other are more likely to meet their goals and deadlines. Dependable teams tend to be more cohesive and efficient in their operations.
How: Use project management tools like Asana, Notion or Trello to track tasks and deadlines. Each team member is responsible for updating their task status and notifying others of any delay or issues, ensuring smooth project execution.
Structure & Clarity — The extent to which team members understand their roles, plans and goals that lead back to the company’s overall vision and mission.
Importance: When everyone knows what they are supposed to do and what the goals are, it reduces confusion and increases productivity.
How: Implement clear organisational structure with defined roles and responsibilities for each team member.
Meaning — The personal significance and sense of purpose that team members find in their work.
Importance: When team members find their work meaningful, they are more motivated and engaged. Understanding how their work contribution is valued and how it impacts the real world help team members stay motivated to make continuous improvements.
How: Maintain a strong connection with end users is crucial. Keep focus on end users throughout the development process, and continuously share detailed case studies and success stories to highlight the positive effects of a team’s effort.
Impact — The extent to which team members believe their work matters and contributes to the organisation’s goals.
Importance: Feeling that their work has a positive impact can inspire team members to strive for excellence.
How: Adopt an effective goal-setting tool like OKR framework (Objective and Key Results) to streamline and measure what matters. The leadership team’s ability to articulate and frame each goal is just as important, and difficult, as the process of maintaining an OKR-driven culture itself.
Control vs. Creativity
As a millennial, I was born into an era where Standard Operating Procedures (SOPs) ruled the workplace. The goal was clear: produce obedient workers who could follow laid-out processes efficiently. This system worked for a time, creating workforce that valued routine and precision. However, with the advent of the digital age, the landscape began to shift. Innovation sparked, and the demand for ‘knowledge workers’ skyrocketed. Companies needed individuals who could think outside the box and bring fresh perspectives. This demand for ‘talent’ led to a realisation: everyone has unique talents. The challenge is harnessing these talents in a way that brings out the best in all of us.
At the core of these dynamics lies one simple yet powerful element: good communication. Effective communication requires empathy, the ability to listen, and the capacity to understand and hold multiple perspectives. As we move into an era of leading globally distributed teams, understanding the company’s mission and how it resonates with each individual contributor is more important than ever. Every company is on a mission to solve a problem, but often, individual contributors lose sight of how they fit into this mission. They become too far removed from the company’s goals, leading to disengagement and inefficiency.
The current barriers are multifaceted
Despite these insights, many companies have struggled to adopt such culture, possibly due to;
Traditional hierarchies — many companies are still rooted in traditional hierarchies, where authority and decision-making are centralised. This structure often stifles open communication and discourages employees from speaking up or taking risks.
Focus of efficiency — there’s a pervasive emphasis on efficiency and productivity metrics, which can overshadow the importance of emotional intelligence and team dynamics. Companies often prioritise short-term gains over long-term cultural shifts.
Lack of awareness — implementing psychological safety requires awareness and commitment from leadership. Many leaders are either unaware of its importance or lack the skills to foster such an environment.
Cultural resistance — change is hard, especially when it involves altering deep-seated cultural norms. Employees and managers alike may resist new approaches that challenge their established ways of working.
Project Aristotle has paved the way towards a significant shift in workforce demands: employees now seek environments where they feel valued, understood, and safe to express themselves. Despite these evolving expectations, many companies are still playing catch-up. The reality is that most of us were never taught how to be good managers, let alone how to be empathetic and supportive colleagues. Our education system and training often overlook the importance of building meaningful relationships and understanding the human dynamics that drive successful teams.
Systemic changes take time, and while companies work to bridge this gap, there’s an essential step we can take immediately: introspection. Ultimately, reimagining work begins with us. By fostering empathy and understanding in our daily interactions, we can start to build the foundations of a workplace where everyone feels valued and empowered. The introspective approach not only enhances our professional lives, but also helps us become better human beings, capable of contributing to a more compassionate and inclusive world.
Related readings:
A brief introduction to Byung-Chul Han’s philosophy on the modern struggle between achieving more and connecting deeper.
There’s a silent struggle for authentic relationships detailing why we are so bad at getting the one thing we all want.
Do we really have control of ourselves if we don't understand who we are? Read my first post on “The Illusion of (self) Control” and “Why Are We Wounded?”
Dive deep into the darker side of our mind.
Understanding the brighter side of the more uncomfortable feelings.
Books recommendations:
“Measure What Matters — OKRs: The Simple Idea that Drives 10x Growth” by John Doerr outlines how OKRs foster transparency, accountability, and agility, enabling teams to prioritise their work and track progress effectively.
“The Fearless Organization — Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth by Amy Edmondson provides insights into how leaders can create sustain environments where team members feel free to express ideas, ask questions, and admit mistakes without fear of negative consequences.
“Powerful — Building a Culture of Freedom and Responsibility” by Patty McCord, former Chief Talent Officer at Netflix, challenges traditional HR practices and emphasises the importance of clear communication, radical honesty, and aligning employees’ work with company’s missions.
“The Culture Map — Decoding How People Think, Lead, and Get Things Done Across Cultures” by Erin Meyer explores the complexities of cross-cultural communication and management. It touches on various dimensions of culture, such as communication, trust-building, decision-making and negotiation.