I don’t know if enforcing these things on a dysfunctional team would fix anything. It probably depends on the team. But stuff like redistribution of XP and act

I don’t know if enforcing these things on a dysfunctional team would fix anything. It probably depends on the team. But stuff like redistribution of XP and active measures to create psychological safety are necessary components of a functional team. So, it stands to reason that if you want a dysfunctional team to become functional then the manager will have to make those two things happen. It may not be enough if there are more fundamental problems (like toxic team members, toxic upper management, or a toxic code base) so I’d say it’s a “necessary but not sufficient” sort of thing. I also suspect that this lists and others like it are not exhaustive. Probably the best teams have emergent dynamics that even very smart people don’t know how to describe or reproduce.