> Most teams I've been in are incapable of handling such behavior (i.e. recognizing that X is the problem and not Y).
This is true. On the best team I was ever on, the team leader was respected by everyone and he also mediated conflicts. At the same time, he was incredibly open to new ideas and points of view, and would gladly spent days thinking about what people said to him before coming to a conclusion.
On multiple occasions I made proposals that were in direct conflict with what he had proposed, and he took the time to think my ideas over and give thoughtful feedback, and also on many occasions we came to either compromise, or he changed his mind based on the technical evidence presented.
I guess what I'm saying is, if you have someone in the team that everyone looks up to, and who everyone respects both technically and personally, then that one single person can define the culture for the team.
This is true. On the best team I was ever on, the team leader was respected by everyone and he also mediated conflicts. At the same time, he was incredibly open to new ideas and points of view, and would gladly spent days thinking about what people said to him before coming to a conclusion.
On multiple occasions I made proposals that were in direct conflict with what he had proposed, and he took the time to think my ideas over and give thoughtful feedback, and also on many occasions we came to either compromise, or he changed his mind based on the technical evidence presented.
I guess what I'm saying is, if you have someone in the team that everyone looks up to, and who everyone respects both technically and personally, then that one single person can define the culture for the team.