By all means, read the article, but it was the idea of reading feelings in pictures of eyes that seemed apropos to the ongoing discussion.
I thought it was clear that Google already knew how to hire productive individuals, the question was why they, reliably productive individuals, made such unpredictably productive teams, and the answer was that teams with people who can't read minds through the eyes become dysfunctional. And if you google "reading the mind through the eyes" you'll find that the bibliographies are all about diagnosing autism and aspergers, but that's another article, one that probably gets even creepier. -- rec -- On Mon, Feb 29, 2016 at 6:12 PM, glen <[email protected]> wrote: > > I suppose REC didn't include the link so as to avoid implicitly > encouraging others to read the article. I have no such scruples: > > > http://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html > > On 02/29/2016 10:18 AM, Marcus Daniels wrote: > >> Why should less productive individuals enjoy “psychological safety” if >> they aren’t essential to getting the job done? >> > > I think the answer to this is because it's not a zero-sum game (or... they > don't think it's zero sum). What is lost by ensuring psychological safety > for the less productive, or even the negative productive, is more than (not > ≥, but >) compensated for by the benefits. Individually, of course, we all > have to decide how much we'll indulge our coworkers' prattling on about > useless junk, damaging our individual sense of fulfillment. What type of > prospective employee would sacrifice personal measures of productivity for > group measures? > > -- > ⇔ glen > > > ============================================================ > FRIAM Applied Complexity Group listserv > Meets Fridays 9a-11:30 at cafe at St. John's College > to unsubscribe http://redfish.com/mailman/listinfo/friam_redfish.com >
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