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In coaching, I generally find teams assembled with some thought to colocation and skills. At best theyve been through agile training, picked a team name, and created team norms. Then its time to get to work. These steps can produce high performing teams. More often they produce average performance. Rather than hope for greatness, helping teams form can ensure team members become equipped to deal with identity, trust, and task issues thereby generating agreement and commitment between the team members.
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