Location 83:

We focus on what we can see—individual skills. But individual skills are not what matters. What matters is the interaction.

Location 88:

spend so much time managing status that they fail to grasp the essence of the problem

Location 109:

habits of mutual risk drive trusting cooperation.

Location 110:

narratives create shared goals and values.

Location 164:

we tend to think group performance depends on measurable abilities like intelligence, skill, and experience, not on a subtle pattern of small behaviors.

Location 185:

I noticed a distinct pattern of interaction. The pattern was located not in the big things but in little moments of social connection. These interactions were consistent whether the group was a military unit or a movie studio or an inner-city school. I made a list: •  Close physical proximity, often in circles •  Profuse amounts of eye contact •  Physical touch (handshakes, fist bumps, hugs) •  Lots of short, energetic exchanges (no long speeches) •  High levels of mixing; everyone talks to everyone •  Few interruptions •  Lots of questions •  Intensive, active listening •  Humor, laughter •  Small, attentive courtesies (thank-yous, opening doors, etc.)

Location 231:

Belonging cues possess three basic qualities: 1.  Energy: They invest in the exchange that is occurring 2.  Individualization: They treat the person as unique and valued 3.  Future orientation: They signal the relationship will continue

Location 270:

team performance is driven by five measurable factors: 1.  Everyone in the group talks and listens in roughly equal measure, keeping contributions short. 2.  Members maintain high levels of eye contact, and their conversations and gestures are energetic. 3.  Members communicate directly with one another, not just with the team leader. 4.  Members carry on back-channel or side conversations within the team. 5.  Members periodically break, go exploring outside the team, and bring information back to share with the others.

Location 629:

Belonging cues have to do not with character or discipline but with building an environment that answers basic questions: Are we connected? Do we share a future? Are we safe?

Location 778:

one particular form of feedback boosted student effort and performance so immensely that they deemed it “magical feedback.” Students who received it chose to revise their papers far more often than students who did not, and their performance improved significantly. The feedback was not complicated. In fact, it consisted of one simple phrase. I’m giving you these comments because I have very high expectations and I know that you can reach them.

Location 787:

the reason Popovich’s methods are effective. His communications consist of three types of belonging cues. •  Personal, up-close connection (body language, attention, and behavior that translates as I care about you) •  Performance feedback (relentless coaching and criticism that translates as We have high standards here) •  Big-picture perspective (larger conversations about politics, history, and food that translate as Life is bigger than basketball)

Location 910:

Beneath Hsieh’s unconventional approach lies a mathematical structure based on what he calls collisions. Collisions—defined as serendipitous personal encounters—are, he believes, the lifeblood of any organization, the key driver of creativity, community, and cohesion.

Location 920:

My job is to architect the greenhouse.