Navigating team friction
summary
Team friction is normal yet costly and fixable: teams of 2–200 repeatedly cycle through forming–storming–norming–performing, and unresolved conflict can lead to engineers shipping without reviews and a degraded UX that forces leadership to intervene. Practical tools include BICEPS (belonging, improvement, choice, equity, predictability, significance), retrospectives, a Venn diagram of roles, and a concrete feedback equation (observe behavior, state impact, ask a question). Calming techniques matter too — wait six seconds before responding to avoid amygdala hijack.
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chapters (39)
- 0:00Intro
- 1:17Groups of humans working together
- 2:37Tuckmans Stages of Group Development
- 3:08Forming
- 3:23Storming
- 3:43Norming
- 3:53Performing
- 4:17Team friction
- 5:02Its a distraction
- 5:30Code reviews
- 5:43Leaders job
- 6:16Time energy lost focus
- 6:58What can you do
- 7:15Hulk moment
- 8:51Brains
- 9:08The prefrontal cortex
- 9:34The amygdala
- 10:13The amygdala hijacking
- 11:30Core need 1
- 12:54Core need 3
- 16:10Core need biceps
- 16:56Not mind readers
- 17:21Feedback
- 17:40Giving Feedback
- 18:49What we crave
- 19:54Observations
- 20:45Impact
- 21:13Questions
- 22:14Different mediums
- 23:06Great collaborators
- 24:29Preventing friction
- 24:43Oneonone
- 25:16Retrospective
- 26:15Documentation
- 26:37Venn Diagram
- 27:12Document it
- 28:07Restate
- 29:20Walk away
- 29:51Thank you
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