The values of the project should be kept in mind for all team members because the goal may change.

The lack of explicit discussion about why and how the mission had to change created a wedge between participants. Reminding team members about the values underlying the project — promoting sustainability, urban livability, innovation — could have helped bring all of them back into the fold. Instead, the team found itself split between those enthusiastic about the new goal and those who clung to the old one.

To promote team spirit among their loyal, lifelong employees, Japanese bosses live in modest houses and take the metro to work. They also keep the pay gap between themselves and workers tiny by international standards. To them the news that Soft Bank, a telecoms and internet firm, paid its former, Indian born president, Nikesh Arora, $31.5 billion ($300 million) in two years defies comprehension.