Presented by: Jody Gold, Amina Knowlan and Tom Egan
After playing Matrix games, an agile coach said that relationships are first class entities that can be developed and maintained directly, and that accelerate engagement, ideation, and performance. The strength and quality of the web of connections within a team determines psychological safety. Psychological safety is essential for people to offer the ideas, challenges, and feedback that deliver a team’s best ideas to customers faster.
Just as agile uses iterative feedback loops to develop products, Matrix Leadership uses feedback loops to develop relationships. Relationships that really work are the foundation of high-performing and highly satisfied teams.
MIT’s Human Dynamics Laboratory and Google’s Aristotle Project confirm that communication dynamics characterized by trust, risk-taking, and distributed ‘air-time’ contribute more significantly to desired team outcomes than the individual intelligence, personality, and skills of team members combined. For over twenty years, teams have used Matrix Leadership to unlock and then utilize their creative uniqueness and collective intelligence. As much, Matrix games teach everyone on a team to be a little bit better at taking care of the communication and human dynamics that enhance or limit performance--far more effective and sustainable than having consultants helicopter in to put out fires.
Matrix games are a meta-model. Whether forming teams that can successfully self-organize and/or self-manage, or optimizing the flow of information, energy, and resources for existing teams to deliver critical results within pressing deadlines, Matrix games work.