As a leader, this should make you ask the following questions: When you create plans, do you treat them as “finished,” something ready for performance, for execution in operation? Do you expect a “Yes, Admiral” reply? Or, do you treat plans as your first, best guess of what to do, why to do it, and how to get it done? Do you invite challenges to al

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Shared language • Shared orienting values and purposes • History of working together • Lateral bonds of affection, trust, and camaraderie • Vertical bonds of trust in authority figures and the authority structure • At the micro level for a working group, a meeting room with comfortable chairs, a round table, and rules of confidentiality and brainst

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As we’re about to illustrate in the following sections, the early proponents in each movement implicitly espoused two fundamental values, transparency and curiosity, which led them to advocate methods that developed some or all of our five key attributes of successful software teams: high trust, low fear, understanding why, making commitments, and

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