Teamcraft

Andrew MacLaren is an academic who researches teamwork. Mark Ridley is an accomplished Chief Technology Officer (CTO) and consultant, who has extensive experience leading and working within with various teams throughout his career.In this introductory episode of the first season, our hosts Andrew and Mark introduce the concept of Teamcraft. They delve into the key aspects of this concept and share insights from their own experiences. Additionally, they discuss the standout moments from the first season and reveal the most surprising moments they encountered during their interviews with their guests.Thanks for listening!Music by Tom Farrington

Our guest today is Lt Colonel Matt Johns MBEAfter graduating from University, Matt started his career as an officer in the British Army in 2005, going through the Army's world-renowned Royal Military Academy at Sandhurst. This was an intense period for the UK armed forces with conflict going on in Iraq and Afghanistan, where Matt did multiple deployments as well as time in Kenya and Germany. He then went back to work in the delivery of the officer training programme at the Sandhurst Military Academy. From there Matt retired from the Army and co-founded Fieri leadership and development. A consultancy and education organisation that supports leadership development across all sectors from professional sport to pharmaceuticals. Fieri has a range of top level clients on its books, including Blue chip companies and Premier league football clubs.Expect to hear about:Structure, rank and hierarchies in teamsAction-centred leadershipThe muscle memory of teamwork and leadershipFocusing on team results rather than individual resultsEveryday crises in managementAnd How sometimes you don't want a high performing team, just a performing teamSomething to ShareMatt's ‘Pass it on' resource is Colin Powell's 13 Rules of LeadershipLinkedin: https://www.linkedin.com/in/matt-johns-fieri1/Website: https://fierileadership.com/Thanks for listening!Music by Tom Farrington

Parser is a software development and digital transformation business, founded by Ricardo and Hernan in 2017 and with clients and offices around the world. Parser offer their clients expertise in Digital Strategy & Transformation, Digital Portfolio Management and Product Development, which is primarily achieved by placing Parser teams within their client's organisation.As CEO, Ricardo sets and drives Parser's organisational vision. Before Parser, Ricardo was responsible for building large technology teams, and developed products for the likes of Google, Santander, Ford & SonyAs Chief Growth Officer, Hernán is responsible for Parser's evolution and expansion. He has spent his career helping organisations such as JP Morgan, Disney and Deloitte to design, lead and launch their digital portfolios.In this episode we hear about how Parser approach the challenge of delivering teams into other teams, how even in a technology company the challenges are usually related to people, and how stable teams aren't always the best way to deliver innovation.Linkedin: https://www.linkedin.com/in/moral/Linkedin: https://www.linkedin.com/in/hernan-griboff-9857411b/Website: https://parserdigital.com/Thanks for listening!Music by Tom Farrington

Alina is a Global Client Leader at WPP, a leading international marketing communications company. She has over 25 years of experience building global brands for large multinational clients, helping them grow their business through communications, experience, commerce and technology. Originally from the Ukraine and a US national, Alina has lived and worked in the UK, US, Australia and Germany, where she was CEO of Grey Advertising and, later, of DDB Tribal Group.In today's episode, we hear about Alina's journey as a young advertising executive in New York to her current leadership role in one of the world's largest advertising and communications companies. We discuss the importance of high professional standards in teams, the benefits of both working and playing together, how chemistry and shared culture is crucial to high performance, and the unexpected benefits of a scavenger hunt in the woods.Something to ShareAlina's ‘Pass it on' resource are the works of Frances X. Frei, in particular her TED video and podcast. You can also read her article ‘Begin with Trust' at Harvard Business Review.Linkedin: https://www.linkedin.com/in/alina-kessel-0857832/Thanks for listening!Music by Tom Farrington

Susie served for 17 years as an Officer in the Royal Navy, where she was a Marine Engineer. After a service career that took her all over the world working on frigates and Aircraft carriers, she retired from the Navy and moved into the private sector, working in oil and gas. From there she moved to the charity sector where she worked as head of external relations for the veterans residences association. After 14 years there, she recently took up the position of Veteran's Commissioner for Scotland. A public appointment that sees her responsible for the welfare and support for all British military veterans living in Scotland, of whom there are somewhere in the region of 250,000. In her role as Commissioner, Susie holds the Scottish Government and public services to account on how their policies and decisions impact the interests of Veterans.Expect to hear about:Nested teams on a Navy shipDealing with unexpected change and uncertaintyMaintaining a sense of humour in a teamAchieving unity of purpose, andWhy teams don't work in industrySomething to ShareSusie's ‘Pass it on' resource is Nelson: A Personal History, by Christopher Hibberthttps://www.amazon.co.uk/Nelson-Personal-History-Christopher-Hibbert/dp/0201408007Thanks for listening!Music by Tom Farrington

Luke is an international rugby player who plays for Edinburgh Rugby and the Scotland national team. Luke was recently part of Scotland's successful six nations campaign, where they finished third, their highest finish in recent years. As someone who has progressed through the grass roots of rugby playing for Livingston and Currie Rugby, he has demonstrated his skills both technically and as a leader, recently captaining the Scotland As squad during their tour of South America.Expect to hear about:How to handle team success and failureFocusing on the details of your role in a squadHow tech stole the term scrum from rugby and never looked backThe importance of connections with the wider team and support staff, andThe humorous use of fines to enforce standards and build camaraderieSomething to ShareLuke's ‘Pass it on' resource is Surrounded by Idiots: The four types of Human Behaviour, by Thomas EriksonSurrounded by Idiots: The four types of Human Behaviour, Thomas EriksonThanks for listening!Music by Tom Farrington

If you've listened to the podcast so far, you'll know that Mark is my co-host. We received some feedback that people would like to hear a bit about us, how we got to be so interested in teamwork and what our own current thinking is on some of the themes we cover in our conversations with guests. Mark is a Chief Technology Officer with over two decades of experience that span the dotcom boom and crash and a global technology revolution.Expect to hear about:what tech gets right and wrong with teamwork.How an experience with the RAF changed Mark's perspective on teamwork.Followership, Psychological safety, Trust and much more…Something to ShareWork Rules! By Laszlo BockLinkshttps://ridley.cohttps://www.linkedin.com/in/markridley/Thanks for listening!Music by Tom Farrington

Our guest today is Andrew MacLaren. For those of you who have been following the series, you'll know that Andrew is the co-host of the Teamcraft podcast. We received some feedback that people would like to hear a bit about us, how we got to be so interested in teamwork and what our own current thinking is on some of the themes we cover in our conversations with guests.Dr Andrew MacLaren is a lecturer based at the CREWS research centre at Heriot-Watt University in Edinburgh. His research is principally concerned with the sociolinguistics of teamwork: how teams communicate. Some of the teamwork projects he is involved in include astronaut communication in deep space exploration and the communication processes of healthcare teams in trauma scenarios. He has researched and authored textbooks, book chapters, peer-reviewed articles and international conference papers on subjects from the British Army in Afghanistan, professional kitchen teams and startup investing.Before entering academia, Andrew spent 10 years working as a tennis coach and as you'll hear in today's episode, he still sees a tennis court as his spiritual home. Expect to hear about...The dysfunction of teams in academia,The “expert paradox” and how it impacts team decision making,The importance of language as a non-technical team skill, and...The risks caused by the ‘newness' of teamsSomething to ShareTalk: The science of conversation by Elizabeth StokoeLinksAndrew on LinkedinRead some recent teamwork articles written by Andrew:There's no 'I' in team, but there is a 'meta'The liability of newness of teamsHuman Autonomous Teaming: The holy grail of AIThanks for listening!Music by Tom Farrington

Communication is arguably the most important criteria for a team to exist. Without communication we can't share a goal, distribute tasks or celebrate a success. In this epidsode, Andrew introduces research which considers how teams are created through communication, and Mark reflects on the less obvious but powerful impact that cultural differences have on communication in teams.In this episode we talk about:Teams are constituted through communication - the way team members talk to each other forms the substance of the team's work. This is called the "communicative constitution of teams" (CCT).Communication happens on multiple levels in teams - strategic, tactical, operational, real-time. Different cadences of communication serve different purposes.Teams are nested structures of individuals, pairs, triads, groups. Communication flows through these structures.Cultural differences affect how communication is interpreted. Teams should be explicit about communication norms to avoid misunderstandings.Conventions of language can negatively impact teams if not consciously examined. New team members can provide an outside perspective.Checklists are a form of standardized communication that represent strategic priorities, not incompetence.Something to ShareThe Culture Map by Erin MeyerAn Officer Not a Gentleman by Mandy HicksonThe Checklist Manifesto by Atul GawandeChapters00:00:00 - Introductions00:01:57 - Communicative constitution of teams (CCT)00:07:29 - Communication is a necessity for teamwork00:09:39 - Two dimensions in tension00:14:45 - Cultural differences in communication00:16:20 - Negative impact of language conventions00:19:10 - The disruptive power of language00:25:45 - Checklists00:34:14 - Teams are nested structures00:42:48 - But teams rarely form themselves00:48:59 - Cultural differences in communication01:03:50 - It's hard to recognise culture when you're in it01:06:45 - Creative industries vs tech industries01:13:43 - Does anyone want a cup of tea?01:15:48 - TakeawaysThanks for listening!Music by Tom Farrington

In this episode of "Teamcraft," co-hosts Mark Ridley and Andrew Maclaren discuss the evolution of teamwork from its early origins in human and primate ancestors to modern practices in various industries. They explore how teamwork has been influenced by historical, societal, and technological changes, emphasising the adaptability and uniqueness of human collaboration.In this episode we talk about:The Evolution of Teamwork from our early human ancestors to modern times, highlighting key evolutionary milestones.The Human Capacity for Teamwork, looking at our unique human capabilities for collaboration, including altruistic and mutualistic cooperation.The Role of Communication and Trust in teamwork and the importance of effective communication and trust in forming successful teams.The Influence of Japanese Philosophy on management, looking at the role of Japanese industrial practices, particularly the Toyota Production System, on modern teamwork concepts.The Space Age and the Digital Age, and how the transition to the digital age and its impact on teamwork, including the shift towards more integrated socio-technical systems.Something to Share:Why We Cooperate by Michael TomaselloThe Naked Pilot: The Human Factor in Aircraft Accidents by David BeattyDigital Apollo by David MindellChapter Summary00:00:00 - Intro  00:01:00 - The History of Teamwork: From Primates to Early Humans  00:03:00 - The Evolution of Teamwork: From Early Humans to Homo Sapiens  00:04:00 - The Unique Capability of Humans for Teamwork  00:07:00 - The Evolutionary Traits and Brain Development in Humans  00:08:00 - The Concept of Mutualistic and Altruistic Collaboration  00:12:00 - The Role of Communication and Trust in Teamwork  00:13:00 - The Impact of Evolutionary Traits on Modern Teamwork  00:20:00 - The Influence of Japanese Philosophy on Teamwork  00:24:00 - The Role of Language in Teamwork  00:26:00 - The Impact of Digital Age on Teamwork  00:31:00 - The Current State of Teamwork  00:55:00 - Conclusion and Recommendations  This podcast episode offers a  view of the evolution and significance of teamwork throughout human history, with insights into its current state and future directions.Thanks for listening!Music by Tom Farrington

In 1965, psychologist Bruce Tuckman described how teams move through stages of team maturity, which he christened "forming, storming, norming, and performing".In this episode, Andrew and Mark delve into the intricacies of Bruce Tuckman's famous team development model. They discuss its origins, practical applications, limitations, and the impact on modern team dynamics. We explore Tuckman's background, the history of the model and the paper that introduced it, modern criticism of the model and its relevance in today's organisational contexts. In this episode we talk about:An introduction to the Tuckman Model: An overview of the forming, storming, norming, and performing stages, highlighting its widespread use and common misconceptions.The origins of the Tuckman Model: Tracing the roots of Tuckman's research, its methodological background, and the historical context of its development.Insights from "Developmental Sequence in Small Groups": Analysing Tuckman's original paper, its focus, and the critical reception it received.A tour through Tuckman's Stages: An exploration of each stage in the Tuckman model, discussing the dynamics and challenges at each phase.Critiques and Practical Limitations: Examining how the Tuckman model is applied in real-world settings, its limitations, and misinterpretations in organisational psychology.Rethinking Tuckman's Behaviours: Considering Tuckman's stages as continuous behaviours rather than a linear process.Teamwork as an Ongoing Process: Emphasising the continuous nature of teamwork and the importance of conflict and collaboration.Chapters[00:00:00] Introduction[00:01:30] Origins of the Tuckman Model[00:03:04] Tuckman's Background and Influence[00:08:39] Analysis of Tuckman's paper, "Developmental Sequence in Small Groups"[00:12:50] Critiques of the Tuckman Model[00:17:54] The Stages of the Tuckman Model[00:18:39] The Forming Stage[00:22:45] Impact of Group Dynamics on the Tuckman Model[00:31:04] Alternative View of Tuckman's Behaviors[00:32:33] The Importance of Teamwork as an Ongoing Process[00:37:01] The Norming Phase in Tuckman's Model[00:41:06] Transition from Norming to Performing[00:45:49] The Performing Stage and Leadership Flexibility[00:52:18] The Adjourning Stage: Reflection and Celebration[00:55:19] Final Thoughts on Tuckman's ModelThanks for listening!Music by Tom Farrington

“We need to put aside our selfish impulses and wants and subsume those for helping make our colleagues successful and ultimately the team successful.”Mark and Andrew are joined by Dave Winsborough, an organisational psychologist, entrepreneur and author. We explore the differences between teams and groups, the challenges of artificial team stimulation, the importance of psychological safety, the power of rituals in teams, and the role of personality in team dynamics. We also discuss the misuse of personality tests and the value of team reflection. This episode highlights the complexities and nuances of teamwork and provides insights for individuals and leaders looking to enhance team performance.Pass it on resourcesIn this episode the following resources were mentioned, or recommended by Dave:Dave Winsborough: Fusion: the psychology of teamsDeeper Signals: https://www.deepersignals.com/Douglas Hofstadter: Godel, Escher, BachMichael Tomasello: Why we cooperateRon Carucci: How leaders fake psychological safetySuzanne Bell: Team Composition and the ABCs of TeamworkChapters00:00 Intro01:26 The Misconception of Teams in Organizations03:55 Team Zeitgeist in Modern Organizations06:08 The Organic Formation of Effective Teams07:08 Shared Intentions and Team Dynamics08:07 The Misinterpretation of Sports Teams in Business10:18 Implementing Shared Intentions in Team Management12:23 Psychological Safety and Team Communication17:48 The Role of Team Building Activities20:21 Critique of Traditional Team Building Approaches22:32 Effective Team Building and Followership Training26:56 Personality Traits and Team Composition33:02 Using Personality Assessments in Teams35:31 Deeper Signals: A Modern Approach to Team Assessment37:22 Balancing Personalities in Team Composition43:45 Self-Reflection and Improvement in Teams47:51 Optimizing Team Performance Through Personality Insights52:57 Quick Fire Questions: Best Team Memory and Red Flags53:28 Resource Recommendations for Teamwork InsightsThanks for listening!Music by Tom Farrington

In this Teamcraft episode, Mark and Andrew talk about their fascination with the origins and evolution of the word "team", and how it came to indicate near-magical properties of cooperation when compared to other words like ‘group', or perhaps, ‘committee'...The journey starts with the discovery that there are some misattributions of the word team gaining its special meaning, but that it may well have been emergent in groundbreaking research by the Tavistock Institute in the 1950s and 1960s. The episode uncovers the research carried out by Eric Trist, Ken Bamforth and a number of other Tavistock researchers' into the newly nationalised British coal industry's. The forced adoption of a new style of industrialised ‘longwall mining' had profound long-term, social and psychological impact on miners and mining communities. Mark and Andrew discuss how the Tavistock Institute discovered highly effective ‘composite' teams working in a Yorkshire coal mine, and laid the foundations for the school of “socio-technical design”—a concept that integrates the technical and social aspects of workplace systems. Chapters:00:00:00 - Intro00:00:24 - Historical insights on teamwork00:02:18 - The Tavistock Institute and their research00:04:34 - History of coal mining in Britain00:07:17 - Industrial rivalry and mining dangers00:09:37 - Nationalization and modernization of mines00:11:20 - Explanation of British mining processes00:17:26 - Introduction of Longwall Mining System00:24:17 - Impact of Industrialized Mining on Workers00:26:16 - Hierarchical Changes and Worker Morale00:31:15 - Tavistock's Intervention in Mining Practices00:36:26 - Discovery of Composite Teams00:40:26 - Principles of Socio-technical Design00:36:00 - Trist's principles for a new paradigm of workThanks for listening!Music by Tom Farrington

"The lawyer should be on tap, but never on top. It's got to be the client's issue. It's got to be their fight, and you should be there ready for the advice, ready for putting the case, whatever it is"In this episode, Mark and Andrew welcome Hannah Blom-Cooper, a seasoned civil fraud lawyer and partner at Greenberg Traurig. Hannah provides a fascinating look into the world of litigation, the distinct roles of solicitors and barristers, and the intricacies of insolvency law. She shares her experiences in assembling legal teams under urgent conditions, navigating the heavy regulation in the legal profession, and balancing workloads within her team.Hannah also delves into the challenges of managing vulnerability and uncertainty in law firms, emphasizing the importance of trust and effective communication. Memorably, she introduces her 'Third in line for the Conga' metaphor for leadership and her unique insights into team dynamics.This episode captures the inner workings of legal teams and the skills required to thrive in a high-pressure environment.Pass it on resourcesIn this episode the following resources were mentioned, or recommended by Hannah:Malcolm Gladwell and Adam Grant discussing Hidden PotentialAdam Grant's Hidden Potential, The Science of Achieving Greater ThingsChapters00:00:00 Intro00:01:07 Role of Solicitors vs. Barristers00:04:18 Insolvency Law Overview00:06:55 Assembling a Team for Urgent Cases00:10:30 Building and Balancing Legal Teams00:15:06 Internal Market for Legal Resources00:19:02 Pricing and Capacity in Legal Cases00:22:24 Trust and Communication in Legal Teams00:27:24 Challenges of Litigation and Uncertainty00:30:56 Managing Vulnerability in Litigation Teams00:34:53 Team Communication Mechanisms00:38:32 Balancing Task Work and Team Development00:42:19 Hannah's Role and Leadership Style00:45:35 The Conga Metaphor in Leadership00:47:17 Seeking Feedback and Team Dynamics00:48:53 Deferential Behavior and Team Interactions00:50:06 Anticipating Needs and Team Cohesion00:50:32 Best Team Memory00:54:17 Team Red Flags: Mood Hoovers00:55:12 ConclusionThanks for listening!Music by Tom Farrington

In this episode, Andrew explores the intricate role language plays in effective teamwork. We delve into the evolutionary anthropology of language, debates in linguistics and a comparison of the works of Noam Chomsky and Steven Pinker, and the impact of communication protocols in high-stakes environments like aviation and deep space missions. We learn about the distinctions between language and communication, the significance of storytelling, common ground, and shared mental models in team dynamics. This episode is packed with references - if you want to dig deeper, here's some of the key works from people that were mentioned by Andrew:Noam ChomskySyntactic StructuresAspects of the Theory of SyntaxSteven PinkerThe Language InstinctHow the Mind WorksDavid MarquetTurn the Ship Around! A True Story of Turning Followers into LeadersPaul BloomHow Children Learn the Meanings of WordsDescartes' Baby: How the Science of Child Development Explains What Makes Us HumanRay JackendoffFoundations of Language: Brain, Meaning, Grammar, EvolutionThe Architecture of the Language FacultyMichael TomaselloThe Cultural Origins of Human CognitionA Natural History of Human ThinkingElizabeth StokoeTalk: The Science of ConversationH.L. Goodall Jr.Why Communication MattersWalter R. FisherHuman Communication as Narration: Toward a Philosophy of Reason, Value, and ActionJudith OrasanuKey research papers on shared mental models and situational awareness in high-functioning teams.Ute FischerResearch on communication delay in deep space and high-stakes environments.Kathleen MossierStudies on communication and teamwork in NASA and aviation contexts.Francis FreiUnleashed: The Unapologetic Leader's Guide to Empowering Everyone Around YouRoger MartinPlaying to Win: How Strategy Really WorksChapters00:00 Introduction to protocol-driven communication00:27 The role of language in teamwork02:30 Language as a constitutive force in teams03:17 Spoken vs. written communication04:28 Debates in Linguistics: Chomsky vs. Pinker10:21 The evolutionary story of language12:43 Steven Pinker & Ray Jackendoff19:08 The importance of linguistics, and the overstating of body language22:42 The power of storytelling in communication27:45 “Common ground” in team communication29:03 Communication challenges in deep space31:32 Shared mental models and team dynamics32:38 Why explicit communication is necessary to build common ground34:54 Turn the ship around38:25 Common ground in entrepreneurship42:02 “Drilling” to build common ground and shared mental models44:57 Communication in AviationThanks for listening!Music by Tom Farrington

In this episode, Mark and Andrew welcome the award winning Dr. Gemma Quinn, Associate Professor in Clinical Pharmacy at the University of Bradford. Gemma discusses her pioneering work in implementing team-based learning (TBL) as a teaching strategy in pharmacy education. She explains the TBL structure, including the formation of diverse student teams, pre-work, readiness assurance tests, and application exercises. Gemma goes on to highlights the positive outcomes of TBL, such as better exam performance and an incredible power to eliminate attainment gaps for groups of diverse students. Additionally, she emphasizes the importance of developing non-technical skills and teamwork in preparing students for their professional roles in healthcare.Pass it on resourcesGemma's pass it on resource was Team Based Learning - Transformative College Teaching by Larry K. MichaelsenChapters00:00 Teamcraft - Gemma Quinn and Team Based Learning00:28 Introduction01:31 What is team based learning?06:57 What is the student experience of Team Based Learning?12:04 How are teams selected?16:01 Are there any negative characteristics that impact the performance of teams?22:02 How do teams deal with lower contributions from team members?24:17 Do team outcomes impact long term individual outcomes?28:08 Research into personality types in space exploration32:06 Non-technical skills in healthcare36:19 The benefits of enduring teams41:04 The real world skills that Team Based Learning teaches48:26 Differences between GP and pharmacist approaches to uncertainty56:10 The importance of out-group competitiveness on performance59:03 How does TBL impact student outcomes?01:01:14 How Team Based Learning can benefit neurodiverse students01:02:40 Quickfire QuestionsThanks for listening!Music by Tom Farrington

Send us a textIn this episode, Mark and Andrew dig into the story of the Ringelmann Effect, a phenomenon first observed by French academic Max Ringelmann that suggests that individuals produce less output when they're in a group. They explore the historical context of Ringelmann's research and compare it with later research that coined the terms ‘social loafing' and ‘the Sucker effect'. Discussing studies by Ingham, Latane, and Kerr, and their own insights, Mark & Andrew uncover how individual effort can decrease in group settings due to factors like coordination loss, lack of motivation, and perceived fairness. Despite these challenges, the episode demonstrates how teams can still achieve outcomes that individuals never could, as long as there's proper motivation and shared goals.Chapters00:00 Suckers, Social Loafing and the Ringelmann Effect00:45 Introduction to the Ringelmann Effect01:34 Exploring the Original Ringelmann Paper03:58 Ringelmann's Experiments and Findings08:42 Coordination vs. Motivation in Group Effort18:20 Steiner's research19:10 Extending Ringelmann: Ingham's Rope-Pulling Experiments23:11 Latané et al's research24:47 Latane's Social Loafing Studies28:21 Coordination vs Motivation32:26 Exploring Attribution and Equity35:46 Understanding Overconfidence Bias38:47 The Sucker Effect and Social Loafing47:04 Positive and Negative pulls on team performance48:49 The Role of Motivation in Team Dynamics59:52 Concluding Thoughts on TeamworkResearch cited:Latané, B., Williams, K., & Harkins, S. (1979). Many hands make light the work: The causes and consequences of social loafing. Journal of Personality and Social Psychology, 37(6), 822–832 https://psycnet.apa.org/record/1980-30335-001David Kravitz, Barbara Martin (1986). Ringelmann Rediscovered: The Original Article May 1986 Journal of Personality and Social Psychology 50(5):936-941 50(5):936-941 https://psycnet.apa.org/doiLanding?doi=10.1037%2F0022-3514.50.5.936Ingham, A. G., Levinger, G., Graves, J., & Peckham, V. (1974). The Ringelmann effect: Studies of group size and group performance. Journal of Experimental Social Psychology, 10(4), 371–384. https://doi.org/10.1016/0022-1031(74)90033-XKerr, N. L. (1983). Motivation losses in small groups: A social dilemma analysis. Journal of Personality and Social Psychology, 45(4), 819–828. https://doi.org/10.1037/0022-3514.45.4.819Ringelmann, M. Recherches Sur Les Moteurs Animés Travail De L'homme Par Max Ringelmann. Annales de l'Institut national agronomique : administration, enseignement et Institut national agronomique Paris-Grignon (1913) https://gallica.bnf.fr/ark:/12148/bpt6k54409695/f14.item.langENSteiner, I. D. (1972). Group process and productivity. Orlando, FL: Academic Press. https://archive.org/details/groupprocessprod0000steiThanks for listening!Music by Tom Farrington

In this episode, Mark Ridley and Andrew Maclaren explore the evolution and challenges of virtual teams. Inspired by Amazon CEO Andy Jassy's recent call for employees to return to the office, our hosts discuss what defines a virtual team, the importance of trust and shared context, and how physical environments impact team dynamics. Historical examples, from Byzantine smoke signals to Apollo missions, illustrate that remote teamwork has been around longer than we may think. They also discuss what defines a virtual team, the importance of trust and shared context, and how physical environments impact team dynamics. Topics include:Andy Jassy's memo to Amazon employeesThe definition and variations of virtual teamsHistorical examples of remote coordinationChallenges in building trust and common ground remotelyThe impact of shared environments on teamworkCommunication challenges and the importance of consistencyComing Up in Part 2: Andrew and Mark will explore more on communication strategies, protocols, and actionable recommendations for enhancing virtual team collaboration.Chapters00:00 Virtual Teams Part 100:43 Intro02:37 Andy Jassy's message to Amazon Staff04:30 Executive Comms and the Return to Office message07:47 Amazon Web Services & Stanford article on hybrid working10:40 Defining a virtual team21:43 The virtual team on Apollo 726:49 Trust in teams34:22 Common Ground in teams39:25 Rhythms of the environment42:37 Next EpisodeThanks for listening!Music by Tom Farrington

In this Teamcraft episode, continuing the earlier discussion in Part 1, Andrew and Mark dive deeper into the challenges and dynamics of virtual teams. They build on previous discussions, drawing from real-world examples, research insights, and their own experiences to explore the nuances of remote and hybrid team collaboration.Exploring communication protocols, cultural differences, and the unique demands of virtual team leadership, they discuss practical tips for fostering connection and managing conflict in virtual settings. Drawing on examples from GitLab, Amazon, and their own experiences, Andrew and Mark provide valuable insights for anyone working in or managing a virtual team.Key themes include the impact of time zones, communication protocols, cultural differences, leadership in virtual teams, and strategies for fostering a collaborative, inclusive virtual work environment.Our top takeaways for Virtual Team successIntentional Communication Protocols: Clear, consistent, and explicit communication is critical for avoiding misinterpretations and ensuring team cohesion.Social Capital Building: Bonding within teams and bridging across the organization is crucial for team success and requires deliberate efforts.Leadership Adaptation: Remote team leaders should focus on outcome-based performance management and foster trust.Inclusivity and Adaptability: Leverage the potential of virtual teams to create a more inclusive work environment and adapt practices to suit the virtual format.Chapters with Timestamps00:43 Intro06:45 Fischer & Mossier's 'Three Ts'14:51 How Organisations can adapt to remote work18:29 How conflict can develop in virtual teams23:58 Etiquette for Virtual Teams26:37 Leadership of Virtual Teams28:22 Social Capital - Bonding Capital and Bridging Capital30:25 The importance of relationships32:24 Building your bank account of social capital38:05 Top Takeaways42:26 The power of asynchronous culture43:46 Decide, Inform, Plan, Solve49:23 British workplaces at pub o'clock56:38 OutroThanks for listening!Music by Tom Farrington

In this Teamcraft episode, Andrew and Mark are joined by Laura Wilming, Head of Portfolio Talent at Octopus Ventures, to explore the dynamics of startup teams and venture capital.From handing out samples at a supermarket during BrewDog's early days to scaling Harry's from a team of of only twelve people, we hear about Laura's journey culminating in her insights from working across the portfolio of one of Europe's largest venture capital firms.  Laura shares her stories and insights about building teams, leadership and culture in these unique, high-growth companies.Key Themes from the Episode: - How BrewDog's “punk ethos” influenced its team dynamics and bold approach to brand building.Lessons from Harry's rapid growth, prioritizing curiosity, humility, and execution while scaling a team. - Why psychological safety is essential and how to nurture it, even in high-pressure, fast-paced startups. - The importance of consistent hiring processes and aligning teams with company objectives. Laura explains how founders should spend 20-30% of their time hiring and focus on culture, not just filling roles. - How investors like Octopus Ventures evaluate and support startup teams to unlock their full potential.Whether you're a founder, investor, or team leader, this episode offers valuable insights into the craft of building high-performing startup teams, with lessons that are much more widely applicable in any team..Pass it on material:When They Win, You Win The 15 Commitments of Conscious Leadership Secrets of Sand Hill Road Chapters: 00:00 Punks, Pitches, and a Portfolio of Teams - Inside Venture Capital with Laura Wilming07:34 Boozy Beers and Taxidermy13:02 Harry's and rapid scaling26:53 How startups can struggle with management28:48 Going from building a product to building a team30:35 Common Ground in Founding Teams34:17 How do VCs look at founder teams and their teamcraft?36:42 Advice for early stage teams39:24 Support from Investors to founder teams41:18 The importance of a great hiring process45:41 How do you deal with a team that is 'just ok'?57:43 Quick FiresThanks for listening!Music by Tom Farrington

Psychological safety is a crucial but often misunderstood concept in modern organizations. In this episode, Andrew and Mark take a deep dive into its origins, how it became a foundational principle of high-performing teams, and why "safe to challenge" can sometimes backfire if implemented poorly.We explore the history, research, and practical applications of psychological safety, from its early roots in therapeutic psychology to Amy Edmondson's groundbreaking research in the 1990s, to its popularization by Google's Project Aristotle. Along the way, we discuss common misconceptions, the role of leadership, and how organizations can create a culture where people feel safe to challenge ideas without fear of repercussions.In this episode, we talk about:What is Psychological Safety? – A definition of psychological safety and why it matters for team performance.The Origins of Psychological Safety – How early research by Carl Rogers, Edgar Schein, and Warren Bennis laid the groundwork for modern team dynamics.Amy Edmondson's Breakthrough – How her 1996 study of nursing teams revealed that psychologically safe teams report more mistakes—not because they make more, but because they feel safe admitting them.Google's Project Aristotle – How Google's research found psychological safety to be the #1 factor in team success, and how it fits alongside dependability, clarity, meaning, and impact.The Challenge with "Safe to Challenge" – Why focusing on challenging authority without first fostering psychological safety can create a toxic environment instead of a productive one.Leadership's Role in Psychological Safety – Why leaders must model fallibility, vulnerability, and openness to feedback to create a climate where others feel safe to speak up.Avoiding Common Misconceptions – The pitfalls of treating psychological safety as a shield against performance expectations, a license to criticize without accountability, or a box to check off rather than a culture to build.Practical Tips for Leaders & Teams – How to cultivate psychological safety in your workplace, from building familiarity and social bonds to creating low-risk "practice fields" for feedback and challenge.This episode is packed with history, research, and actionable insights to help leaders and teams build a culture where challenge leads to innovation, not fear.

In this episode of Teamcraft, Andrew and Mark are joined by Nikita Mikhailov, an expert in psychometrics, psychologist and co-author of the book 'Personality, a User's Guide.' We dive into how understanding personality and individual differences can inform talent selection, development decisions, relationships, and even culture. Nikita explains self-narratives, personality traits like neuroticism, and the social aspects of personality. We also discuss the importance of curiosity, asking questions, and appreciating the diverse personalities within teams. The conversation highlights Nikita's insights into personality in both professional and personal contexts, offering practical advice on effective communication and collaboration in team settings.Nikita shares insights from his book, 'Personality, a User's Guide,' co-authored with Georgi Yankov, discussing how a deeper understanding of personality can enhance talent selection, development, performance and culture, and goes on to share practical tips on fostering effective communication and collaboration within teams.Pass it on resourcesPersonality: A User's Guide - Nikita's excellent bookWhy You Are Who You Are by Mark Leary Personality Testing In Employee Selection by Andrew MunroChapters00:00 Pre-roll00:50 Intro - Nikita Mikhailov02:13 You don't just have one version of you03:19 How do we even define personality?09:22 What was the inspiration behind your book?12:05 How dare you compare psychometrics to the Zodiac...13:57 Language and the psycholexical origins of personality research17:00 The big five in brief18:49 The bright side of neuroticism20:19 The cheapest couples therapy you could imagine23:31 How to balance behaviours with different personality traits24:15 How should you engage with people who seem different to you?27:19 Introverts, extroverts and ambiverts31:29 Is individualism a problem?33:02 How people see you, and how you see yourself36:18 Giving and receiving personal feedback37:54 Why you shouldn't 'give people 15 minutes back'40:15 Organisations, cults and the stress of early careers42:58 At what age do our personalities become 'fixed'?44:54 Quick Fires - what's your best team memory45:42 What are your team red flags46:23 Do you have a resource to pass on?#personality #teams #management #psychology #businessThanks for listening!Music by Tom Farrington