It needs to be psych oriented. If you are in high pressure situations you need people who can handle pressure, stay focused etc i.e. not neurotics. Discovering

It needs to be psych oriented. If you are in high pressure situations you need people who can handle pressure, stay focused etc i.e. not neurotics. Discovering that they cant, when shit hits the fan will have a big cost. On the other hand, if you are dealing with problems requiring curiosity, there is more tolerance for the neurotics and less tolerance for obedience trait holders who need to be told what to do. Psychology gives team managers that mental framework of what to look for, a vocabulary to think about the types of chimps in the population, where they fit, what they can handle, when they need a break, the spectrum of rewards and punishments that work depending on the personality type, needs, values etc. Without that knowledge, most good managers will spend a lot of time coming up with their own frameworks (usually to fit a very specific small problem domain) that will invariably resemble what already exists in psych text books. Yes some managers will take advantage of the knowledge but that is a separate issue to whether the knowledge is required to build good teams. It is.