Peyton admitted, $"$My project team never did gel. It seemed as if we were all, as individuals, working for different reasons. Some of us were focused on winning the next award from the client. Some of us were focused on bringing in the current project under budget. Some of us were focused on delivering a quality product regardless of the cost. Some of us wanted to finish on time. Some of us wanted to take as long as necessary to finish with excellence. Some of us wanted to go way beyond the client's contractual requirements." If you were Peyton$$s manager, what would you counsel her to do so that her future teams do not have a similar experience?

Multiple Choice

Commit to a common purpose.

Place less emphasis on quality than quantity.

Limit team empowerment.

Encourage groupthink.

Avoid the social facilitation effect.