> What I'd like to see, is if you enforce this in a dysfunctional team, would that team still be dysfunctional? I was wondering the same. It seems that the 'go

> What I'd like to see, is if you enforce this in a dysfunctional team, would that team still be dysfunctional? I was wondering the same. It seems that the 'good' team dynamics just happens, mostly due to a combination of factors. People, of course, are firstmost. Then the company organism is a big factor too. An isolated team might enjoy a feeling of superiority, yet at some side of it there's still a connection to the rest of the company, with all the 'inferor' luggage that there might be. You're lucky if a manager is the shield that keeps that external drag at bay to alow his team to perform at their best. The psychological safety that the author mentions is analogous to the feeling of comfort. It can equally apply to healthy as well as to unhealthy teams, as long as the values are shared by the team members. We all have seen very stable yet underperforming teams, trying one or the other technique/practice to put another layer of make-up on a zombi face. It may sound pessimistic, but it seems that once a team settles in its low energy state it's next to impossible to reenergize it by introducing techniques and practices. Borrowing the analogy... how does one deal with zombies...figuratively speaking? Then, what if by now you are one of them? On the other hand, when team is still alive or new, then all this spirit must be nurtured. Techniques, experiments, practices. Most importantly, respect!