Jacob Collier explains that beautiful music relies on controlling dissonance (tension), not just playing pleasant notes (consonance). This applies to teams: leaning into creative tension and resolving it leads to a more meaningful outcome than avoiding disagreement altogether.

Effective product development starts with internal alignment. Using exercises like Instagram's "Stories Mad Libs" creates a shared, candid understanding of the product's current state. This "organizational therapy" is a prerequisite for overcoming team biases and conducting successful user research.

To move beyond static playbooks, treat your team's ways of working (e.g., meetings, frameworks) as a product. Define the problem they solve, for whom, and what success looks like. This approach allows for public reflection and iterative improvement based on whether the process is achieving its goal.

Instead of siloing roles, encourage engineers to design and designers to code. This cross-functional approach breaks down artificial barriers and helps the entire team think more holistically about the end-to-end user experience, as a real user does not see these internal divisions.

The team avoids traditional design reviews and handoffs, fostering a "process-allergic" culture where everyone obsessively builds and iterates directly on the product. This chaotic but passionate approach is key to their speed and quality, allowing them to move fast, make mistakes, and fix them quickly.

The company's design leadership is pushing back against justifying design solely through business metrics, arguing it signals a lack of confidence in craft. They foster a culture where the primary measure of success is the team's own high bar for taste, trusting this will ultimately drive long-term value.

The "99% Invisible" team uses shorthand phrases like "CWGHF" (Can We Get Here Faster?). This coded language transforms potentially harsh criticism into a shared, objective problem to solve, depersonalizing feedback and protecting creative morale during intense group edits.

To encourage participation from everyone, leaders should focus on the 'why' behind an idea (intention) and ask curious questions rather than judging the final output. This levels the playing field by rewarding effort and thoughtfulness over innate talent, making it safe for people to share imperfect ideas.

To prevent resentment in high-pressure teams, implement a scheduled forum for fearless feedback, like a "Sunday SmackDown." This creates a predictable, safe container for airing grievances—personal or professional. By separating critique from daily operations, it allows team members to be open and constructive without the awkwardness or fear of disrupting morale, thereby preventing small issues from escalating.