thee technology industry is not just one of the fastest growing parts of our economy; it is also increasingly the world’s dominant commercial culture.
Google’s intense data collection and number crunching have led it to the same conclusions that good managers have always known.
Google given us the tools to quickly teach lessons that once took managers decades to absorb.
Google, in other words, in its race to build the perfect team, has perhaps unintentionally demonstrated the usefulness of imperfection and done what Silicon Valley does best: figure out how to create psychological safety faster, better and in more productive ways.
‘‘Just having data that proves to people that these things are worth paying attention to sometimes is the most important step in getting them to actually pay attention,’’ Rozovsky told me. ‘‘Don’t underestimate the power of giving people a common platform and operating language.’’
‘As long as everyone got a chance to talk, the team did well. But if only one person or a small group spoke all the time, the collective intelligence declined.’