This is a fascinating article about what characteristics distinguish smarter teams from less effective teams. I’m a big fan of thinking about the bigger picture of emerging research like this. Think about how it applies, and how to apply it to improve, newsrooms, law firm practice groups, corporate boards and project and product teams.

This piece by Claire Lew at Signal v. Noise doesn’t exactly fit into my general topics of law, technology and design, but it’s so important I that feel obligated to share it. I mention in my article about the role of metrics in editorial strategy that I’ve been present for some poor decisions and didn’t speak my mind.

Claire’s post explains exactly why I failed to speak up, and it’s an important read whether you’re a manager or not. Unlike more navel-gazing, hand-wavy articles in the management advice realm, she actually offers some practical advice.

When Cook turned the spotlight on someone, he hammered them with questions until he was satisfied. “Why is that?” “What do you mean?” “I don’t understand. Why are you not making it clear?” He was known to ask the same exact question 10 times in a row.

Once upon a time I had a boss who was verbally abusive of everyone he met, loose with the law and prone to what can only be called temper tantrums.

He was also a genius.

And one of his staples in a meeting was the same thing that quote above explains about Tim Cook. Eventually I was ready for it every time, and it’s a valuable lesson.