Though I can't be sure, I suspect that at some point about thirty years ago a cleverly sadistic and antibusiness consultant decided that the best way… - Patrick Lencioni

healthy organizations have a way of making themselves smarter. Even if their ideas are temporarily inferior to those of competitors, they are usually humble and efficient enough to recognize their deficiencies and make changes in their plans before it is too late.

When employees at all levels share a common understanding of where the company is headed, what success looks like, whom their competitors are, and what needs to be achieved to claim victory, there is a remarkably low level of wasted time and energy and a powerful sense of traction.

Members of teams that tend to avoid conflict must occasionally assume the role of a “miner of conflict” — someone who extracts buried disagreements within the team and sheds the light of day on them. They must have the courage and confidence to call out sensitive issues and force team members to work through them. This requires a degree of objectivity during meetings and a commitment to staying with the conflict until it is resolved.