Some organizations like to foster an 'inclination to action.' Challenge assumptions, they say. Break things. Be disruptive and see what happens. That mindset works for certain projects where experimentation drives progress - but it clearly fails when launching a spaceship, which can't be brought back for repairs mid-flight (with rare exceptions). My first takeaway from the book was the importance of understanding the type of project you're working on.
In this and in so many other ways, it's not technical expertise that wins the day. The biggest challenges technical teams face are non-technical people issues, such as poor communication, turf battles, conflicting agendas, differing cultures, lack of team cohesion, poor leadership and clashing personalities.
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