Three things make a group work: people feel safe, people admit weakness, and everyone knows what the group is for. The book spends a chapter on each and fills the rest with field work, from special forces teams to Pixar.
The finding I have used most is about vulnerability running in the wrong direction from what managers assume. Trust does not produce candour. Somebody going first produces trust, and that somebody usually has to be the person with the most to lose.
I ran a distributed technology function across a federation. Belonging cues decide whether a team flags a problem early or lets you find out in production.
Read December 2022.