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What Google Learned From Its Quest to Build the Perfect Team

like most 25-year-olds, Julia Rozovsky wasn’t sure what she wanted to do with her life. She had worked at a consulting firm, but it wasn’t a good match. Then she became a researcher for two professors at Harvard, which was interesting but lonely. Maybe a big corporation would be a better fit. Or perhaps a fast-growing start-up. All she knew for certain was that she wanted to find a job that was more social. ‘‘I wanted to be part of a community, part of something people were building together,’’ she told me. She thought about various opportunities — Internet companies, a Ph.D. program — but nothing seemed exactly right. So in 2009, she chose the path that allowed her to put off making a decision: She applied to business schools and was accepted by the Yale School of Management.

One of her favorite competitions asked teams to come up with a new business to replace a student-run snack store on Yale’s campus. Rozovsky proposed a nap room and selling earplugs and eyeshades to make money. Someone else suggested filling the space with old video games. There were ideas about clothing swaps. Most of the proposals were impractical, but ‘‘we all felt like we could say anything to each other,’’ Rozovsky told me. ‘‘No one worried that the rest of the team was judging them.’’ Eventually, the team settled on a plan for a micro­gym with a handful of exercise classes and a few weight machines. They won the competition. (The micro­gym — with two stationary bicycles and three treadmills — still exists.)

Project Aristotle’s researchers began searching through the data they had collected, looking for norms. They looked for instances when team members described a particular behavior as an ‘‘unwritten rule’’ or when they explained certain things as part of the ‘‘team’s culture.’’ Some groups said that teammates interrupted one another constantly and that team leaders reinforced that behavior by interrupting others themselves. On other teams, leaders enforced conversational order, and when someone cut off a teammate, group members would politely ask everyone to wait his or her turn. Some teams celebrated birthdays and began each meeting with informal chitchat about weekend plans. Other groups got right to business and discouraged gossip. There were teams that contained outsize personalities who hewed to their group’s sedate norms, and others in which introverts came out of their shells as soon as meetings began.

Imagine you have been invited to join one of two groups.Team A is composed of people who are all exceptionally smart and successful. When you watch a video of this group working, you see professionals who wait until a topic arises in which they are expert, and then they speak at length, explaining what the group ought to do. When someone makes a side comment, the speaker stops, reminds everyone of the agenda and pushes the meeting back on track. This team is efficient. There is no idle chitchat or long debates. The meeting ends as scheduled and disbands so everyone can get back to their desks. Team B is different. It’s evenly divided between successful executives and middle managers with few professional accomplishments. Teammates jump in and out of discussions. People interject and complete one another’s thoughts. When a team member abruptly changes the topic, the rest of the group follows him off the agenda. At the end of the meeting, the meeting doesn’t actually end: Everyone sits around to gossip and talk about their lives. In late 2014, Rozovsky and her fellow Project Aristotle number-crunchers began sharing their findings with select groups of Google’s 51,000 employees. By then, they had been collecting surveys, conducting interviews and analyzing statistics for almost three years. They hadn’t yet figured out how to make psychological safety easy, but they hoped that publicizing their research within Google would prompt employees to come up with some ideas of their own.

Who is Roy Fielding?

Roy Thomas Fielding (born 1965) is an American computer scientist, one of the principal authors of the HTTP specification and the originator of the Representational State Transfer (REST) architectural style. He is an authority on computer network architecture and co-founded the Apache HTTP Server project.

Why don’t the techniques that we use today work well when we need to be able to talk to all of the machines in the world?

computers can use those same protocols to send messages back and forth to each other. We’ve been doing that for a long time but none of the techniques we use today work well when you need to be able to talk to all of the machines in the entire world .Because they weren’t designed to be used like that. When Fielding and his colleagues started building the web, being able to talk to any machine anywhere in the world was a primary concern. But most of the techniques developers later used to get computers to talk to each other didn’t have those requirements. You just needed to talk to a small group of machines

What is the HTTP protocol that Fielding and his friends created?

HTTP—this protocol Fielding and his friends created—is all about applying verbs to nouns. For instance, when you go to a web page, the browser does an HTTP GET on the URL you typed in and back comes a web page.

What does a GET do? Web pages usually have images, right?

Those are separate resources. The web page just specifies the URLs to the images and the browser goes and does more GETs using the HTTP protocol on them until all the resources are obtained and the web page is displayed. But the important thing here is that very different kinds of nouns can be treated the same. Whether the noun is an image, text, video, an mp3, a slideshow, whatever. I can GET all of those things the same way given a UR.

What does a POST do?

In computing, POST is a request method supported by HTTP used by the World By design, the POST request method requests that a web server accepts the data enclosed in the body of the request message, most likely for storing it. It is often used when uploading a file or when submitting a completed web form.

What does PUT do?

The PUT method is most often used to update an existing resource. If you want to update a specific resource (which comes with a specific URI), you can call the PUT method to that resource URI with the request body containing the complete new version of the resource you are trying to update.

What does PATCH do?

In computing, the PATCH method is a request method supported by the Hypertext Transfer Protocol (HTTP) protocol for making partial changes to an existing resource. The PATCH method provides an entity containing a list of changes to be applied to the resource requested using the HTTP Uniform Resource Identifier (URI)

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