Building Antifragile Teams
summary
Argues that teams can be engineered to gain from disorder by changing hiring, rituals and leadership: hire for hiring for diverse lived experience not just CVs; embed inclusion (active listening, shared ceremonies), lightweight documentation and porous team boundaries, and give increasing challenges with clear backing and autonomy. Describes an outsourced partnership with China the team set up and ran themselves, which succeeds, becomes the most diverse group and hits 95% engagement with low attrition.
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chapters (8)
- 0:00Introduction and acknowledgment
- 1:23From Tuckman to antifragile teams
- 3:30Antifragility in complex systems
- 6:20Fragile teams and their risks
- 9:38Building resilient teams
- 16:01Moving to antifragile teams
- 21:01Case study and conclusion
- 21:48Q&A session
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