The lengths that engineering leaders will go to in order to avoid learning basic lessons about team building astounds me. “The norm” here is not very productive

The lengths that engineering leaders will go to in order to avoid learning basic lessons about team building astounds me. “The norm” here is not very productive, it just means they are not killing themselves and each other. People, like software, have different things they are compatible with, and if you try to shove incompatible things together then these problems arise. The managerial response is overwhelmingly “the problem is the incompatibility” and not “the problem is with our organization”. Team formation is a combinatorial exercise where the best person to have in a team is a function of the other team members. Accept this basic truth and all else follows. A difficult employee is a failing manager. Either there is something wrong in the organization or the employee does not belong there and you need to fix it.