Principlev1
Design team interaction patterns explicitly rather than
Design team interaction patterns explicitly rather than allowing them to emerge from social dynamics, because team performance depends more on interaction architecture than on individual capability.
Why This Is a Principle
This principle derives from Team performance correlates weakly with average individual (team performance correlates with interaction patterns not individual intelligence) and Most organizational outcomes are products of system design, (organizational outcomes are products of system design). It prescribes active design of team cognitive architecture rather than relying on default social dynamics. This is prescriptive and actionable (design vs. allow to emerge) and applies across team contexts.