You don't need to look any further than to your coworkers to see how many different personalities and work styles are in effect. Despite the differences, certain predictable behaviors occur between staff and management when personalities clash. Jonathan Kohl defines a few managerial behavioral anti-patterns that could undermine your project. He also sets the ground work for ways to improve the relationship between staff and management.

The pace of production depends on the capability of those at work. When an increase in profit is desired, production is sped up. Yet those forced to work faster aren't necessarily more productive. Unhappily experienced at being forced to work harder and faster resulting in less productivity, Clarke Ching found a way to slow down expectations and increase productivity.

No two people or groups are the same, but their differences don't have to force them apart. In this column, Esther Derby uses the example of feuding operations and development groups to explain how focusing on the source of structural conflict can help build a bridge across the disagreements.

If you've been tasked with creating an agile team, first consider what differentiates an agile team from a non-agile team. In this column, Johanna Rothman highlights six behaviors of people on successful agile teams that candidates for an agile team should possess.