When people are pulled out of their normal organizational context — for example, into an offsite workshop — they frequently display real creativity and prioritization ability that seemed absent on the job. This undermines a common leadership assumption: that a team's failure to prioritize or generate ideas reflects a talent or competency deficit in the people themselves.
Instead, the deficit is usually environmental — day-to-day context (interruptions, incentives, unclear rules) suppresses capabilities that are actually present. Consistent with Behavior Design Framework for Team Environments's claim that competency is rarely the actual blocker to a desired behavior; access, reinforcement, and safety to iterate usually are.
Из тем: The Product Operating Model