– avoid public ridicule Group and project charters Contracts Obtaining “the floor” (right to speak) Milestones – track progress Established processes – confident decision making Precise, unambiguous communication
doctors awake at all hours Easier to maintain communication on need-to-know basis rather than broadcast Getting everyone on the same page when establishing a group is a major source of stress Assigning responsibility can be uncomfortable Direct communication preferred Mixing frequent and infrequent meetings beneficial: frequent meetings establish small, steady progress; Infrequent meetings are more productive but potentially more stressful Completing, submitting forms and obtaining signatures effectively reduced stress * Knowing where you are in a project helps calm one's outer-work life *
correlate with subject's background? Do requirements changes affect stress levels? How might this be mitigated? How do good managers know how much control to give their reports? How is trust formed within groups – among founding members and with new members? How to empirically test the “company's DNA” hypothesis