The Bruce Tuckman model for team development that includes forming, storming, norming and performing is familiar to most, but the model oversimplifies a dynamic and more complex process that teams go through. In this article we explore the complexities of navigating team dynamics

We tend to focus too much energy on figuring out the root cause of what went wrong and not enough time on what went right. Learning to dissect successes is a business practice that can accelerate an organization’s growth.

If you want employees to return to the office are you framing the ask properly? CNBC has been calling Wall Street CEOs Office Monsters. What if they referred to them as Culture Crusaders instead and focused on the positives? Would that change the dialogue?