re:Work - Guide: Understand team effectiveness
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Google's guide summarizing Project Aristotle, its study of 180 internal teams, which found psychological safety, dependability, structure and clarity, meaning, and impact drive team effectiveness. Includes tools for discussing these dynamics so you can assess and improve your own team.
More resources on Collaboration
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Harvard Business Review (hbr.org) offers research-based articles, case studies, and practical guidance on leadership, strategy, and organizational performance for managers and executives.
re:Work - Guide: Understand team effectiveness
Google's re:Work guide to Project Aristotle, its internal study of what makes teams effective. It explains the five dynamics identified—psychological safety, dependability, structure and clarity, meaning, and impact—and offers tools for discussing and improving them on your own team.
Harvard Business Review - Collaboration Articles
Hub collecting Harvard Business Review articles on collaboration, covering cross-functional teamwork, collaborative overload, psychological safety and working across silos. Offers research-backed management perspectives you can apply to structuring teams and improving how groups share work. Some articles require a subscription.
Why good leaders make you feel safe | Simon Sinek
Simon Sinek's 2014 TED talk arguing that effective leaders build a circle of safety, sacrificing for their teams so people trust one another and cooperate. Explains how that sense of security drives loyalty and discretionary effort inside organizations.
Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE
Harvard Business School professor Amy Edmondson explains psychological safety, the shared belief that a team is safe for interpersonal risk-taking, and why it matters for learning and performance. Gives you three practical steps leaders can take to make speaking up easier.
The power of believing that you can improve | Carol Dweck | TED
TED talk in which psychologist Carol Dweck contrasts fixed and growth mindsets, drawing on classroom experiments with praise and the idea of 'not yet'. Explains how framing ability as changeable affects effort and response to failure.