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…employees become angry when, in their view, elementary considerations of fairness are completely submerged by the company’s single-minded pursuit of its… interests.

Much of the discord between groups in organizations… does not stem from an inherent incompatibility of interests, but from a perception that such incompatibility exists.

When givers put a group’s interests ahead of their own, givers earn the respect of their collaborators.

…interest is what drives people to invest their time and energy in developing particular skills and bases of knowledge.

…self-interest and other-interest are completely independent motivations: you can have both of them at the same time.

Being part of a group with shared interests, identities, goals, values, skills, characteristics, or experiences gives us a sense of connection and belonging.

The more rare a group, value, interest, skill, or experience is, the more likely it is to facilitate a bond.

The drive to be (and look) consistent constitutes a potent driving force, often causing us to act in ways contrary to our own best interest.

Open-ended tasks lead to interesting interviews. Overly specific tasks are boring for both the customer and the sprint team.

We repeat bad habits because they serve us in some way, and that makes them hard to abandon.