Think Fast Talk Smart: Communication Techniques - 306. Trust the Process: How to Design Teams That Actually Work

Episode Date: July 16, 2026

"The assumption of swift trust is really useful."Teams don't always need years to build trust—they need the right conditions to build it quickly. As a Stanford professor and expert in organizational design, Melissa Valentine studies how communication, team structure, and emerging technologies help people collaborate more effectively. In this episode of Think Fast, Talk Smart, Valentine joins Matt Abrahams to explore how leaders can foster swift trust, adapt communication as teams move from brainstorming to execution, and use storytelling to drive meaningful change. Together, they share practical strategies for building stronger teams and navigating collaboration in an AI-enabled workplace.Key Takeaways:Build trust from the start. High-performing teams assume competence, communicate openly, and address miscommunication quickly.Adapt your communication to the task. Encourage diverse thinking during brainstorming, then align your language as the team moves toward execution.Activity:Practice swift trust. In your next project with a new colleague or team, begin by assuming competence and shared intent. Delegate one meaningful responsibility early, communicate clear expectations, and reflect afterward on how starting from trust influenced the team's collaboration and results.Episode Reference Links:Melissa ValentineMelissa’s Book: Flash TeamsEp.241 Team Spirit: How to Make Group Work WorkEp.268 Going Viral: How To Balance Authenticity and Spectacle Connect:Premium Signup >>>> Think Fast Talk Smart PremiumEmail Questions & Feedback >>> [e-mail] Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn, Instagram, YouTubeMatt Abrahams >>> LinkedInChapters:(00:00) - Introduction (00:57) - What Makes a Flash Team? (03:01) - Building Swift Trust (04:54) - When Teams Need to Converge (07:17) - Repairing Miscommunication (09:18) - Stories That Drive Change (12:01) - Lessons for Every Team (13:47) - The Final Three Questions (16:41) - Conclusion ********Thank you to our sponsors.  These partnerships support the ongoing production of the podcast, allowing us to bring it to you at no cost.Strawberry.me. Get 50% off your first coaching session today at Strawberry.me/smart

Hi, Matt here. I wanted to remind you that for each episode, we provide English language learning support, where we share useful information to help you develop your English skills. Check out these English language learning and other resources, along with our newsletter and deep dive videos at FasterSmarter.io under Resources. Now a word from our sponsors. Their support covers the cost of production, allowing us to bring you this episode free of charge. Strawberry.me makes coaching accessible, affordable, and global, connecting you with a coach who's the right fit for you. I've had the privilege of working with some truly great coaches, and I've also spent many years coaching others, and I can tell you firsthand, coaching makes a real difference. The challenge is that coaching has often felt out of reach for a lot of people. It can be expensive, difficult to access,

or something people assume is only for senior executives. That's why I really appreciate what Strawberry is doing. Growth shouldn't depend on whether you happen to have access to the right mentor or organization. Everyone deserves support and becoming more effective, more thoughtful, and more confident in how they show up. Visit strawberry.comme slash smart and take 50% off your first session. Make sure you let them know Matt sent you that's strawberry.combe slash smart. And now back to our conversation. Swift trust can help your communication and your teams be more effective. My name's Matt Abrams, and I teach strategic communication at Stanford Graduate School of Business. Welcome to Think Fast, Talk Smart, the podcast. Today I look forward to speaking with Melissa

Valentine. Melissa is an associate professor in the management science and engineering department at Stanford and a senior fellow at the Stanford Institute for Human-centered Artificial Intelligence. Her research focuses on how emerging technologies, including artificial intelligence and algorithms, are fundamentally transforming work, organizational design, and team dynamics. Melissa, along with her co-author, Michael Bernstein, wrote the fascinating book, Flash Teams, leading the future of AI-enhanced on-demand work. Well, welcome, Melissa. I'm really excited to have you join us. Thank you. This show is so fun, and I love the guests you have, so I'm delighted to be here.

Well, thank you, and thanks for being one of them. Shall we get started? Let's do it. Excellent. I have to say I really enjoyed your book Flash Teams very much. Really, really interesting. Can you define for all of us what a Flash team is and explain what people processes and infrastructure enable Flash teams to get aligned and execute quickly?

Yeah, so my PhD is in organization science, basically. So I got my PhD at a business school. And then my collaborator is a computer science professor, and he was doing a lot of work on crowdsourcing. So what's cool about crowdsourcing is the crowd is like millions of people online. And you can get things done quickly because you just put a task out. And then there's millions of people who are available to come work on the task. But what he was seeing at the time that he and I started working together was crowdsourcing was stuck because they were doing like really, they called them microtasper, but just really like small tasks.

And then I had this toolkit, organization science, and my dissertation had been about how you can use team scaffolds or lightweight team structures. And then you populate the team structure with experts. And the team structure and the role structure helps them. know how to work together. So we sort of were able to combine the logic of both of these. So you have these like lightweight structures that allow people who are like relative strangers to come together and work together on really complex stuff. So this system that we built with a great team of a PhD student, Danielle Ritali, she organized this great lab at the time we first did our flash teams. So we built

a platform that basically took all the logic of organization science and team science and then the speed and scale of crowdsourcing and then put them together. So the way the system works, we have this platform where I'm somebody who wants to get something done. So I go to the platform. I design the team. And then the platform integrates with something like we used Upwork. So there's like 10 million freelancers who are on Upwork. And then so I'll say, here's the task that I need done. Here's the role I need filled. And then the platform can integrate with Upwork. And then it's open call to the 10 million freelancers who's got the right expertise. They join the team. So you can just convene teams really fast. And what we showed with this research is that you can get things done really quickly.

pull teams together, they build really complex stuff. And it was really inspiring. I mean, it's even faster now with Gen AI. So you set a framework and expectations and then leverage a tool that pulls people in. And then the Flash team is really the focused, concerted effort that it's all about. One of the essential elements of any teaming or groups coming together is trust. What are some of the communication skills or other skills that people can deploy to establish trust quickly? I'm assuming part of what Flash teams do besides accomplish their work is they're able to coordinate action, perhaps through building trust. Yeah, trust in flash teams is essential and complex, right? Because it is relative strangers. You get together and you work together really intensely and

then you disassemble. So I think that there's this idea in the literature called swift trust. And there's an assumption that you just assume trust. You just meet somebody for the first time. You assume they're competent. You assume that they know how to do their role. You assume you're both there for the same reason to work hard, get it done. So that, yeah, the assumption of swift trust, is really useful. It doesn't always work out, but the sort of like offering of swift trust is part of it. And then paying attention to when it's not going right and being willing and able to repair quickly is also important. I love this idea of swift trusts. So you approach from a place of trust, assuming that you are trustworthy and I will trust you and you will do the same, can expedite

things. Because there's a lot of this testing that goes into trust and time. And if you start from that place, and obviously it might fail or people could take advantage of it. But the second part, What you said, I think really is the helpful part is to have that meta awareness and watching for it and then being willing to speak up and try to repair it. So I think it's not only swift trust being open to trust, but being open to repair when it's not there. I really like that idea of swift trust. So much in my life, I think, would be better if we just approached everything with this notion. Yeah. Yeah.

I mean, there is a real difference because I think of the person I wrote the book with Michael. He and I have worked together for 15 years now. And that is a different kind of trust than like swift trust. But Swift Trust is a tool that's useful. Right. And it's a way to at least initiate and then you can build deeper the trust and relationship. That can only happen, I think, after repeated exposure and time. You talk about discursive diversity.

And I had to practice saying that multiple times, by the way. Can you share what you mean by discursive diversity? And how can teams recognize when they need to shift their communication style from a more open-ended brainstorming, ideating to a very highly coordinated approach? Yeah. So that is from the dissertation of one of my really brilliant PhD students. So her name is Katerina Licks. And she invented that measure.

So what she was able to do, she had all of the Slack transcripts of different flash teams. And she was able to, she did this NLP processing. An NLP is natural language processing. Yeah. Yeah. Before it was cool, she learned how to do it. And she was able to create this measure where she was looking at the similarity of the language that people were using. So you have all of the Slack interactions and you can basically.

compare people talking on the team and how similar are the words that they're using, the sentence structure, right? Are they using the same adverbs, like adjectives, sense of urgency gets encoded and all of that? And what she was able to show is that the similarity of the language that people are using or the difference. So this is where, let's see, discursive diversity, yes. Different types of words and language. Exactly, yeah.

So that sort of would predict the team meeting a milestone in different ways. So there were times when you really want the language to diverge. So this is a moment of brainstorming ideation, right? You want a lot of creativity. You want a lot of divergence. But then as you get closer to the deadline, you really, for the team to meet the deadline, then the language needs to converge. Like people need to start sounding more like each other to hit the deadline.

So one, it's a measure, really. So you can look at, you know, if I'm a manager or somebody looking back at doing a post more or after the project is done. And I can look at the communication, be it Slack, Jira, whatever the tool is. And I can actually see the language. might be a hint as to where we are. And as you're trying to get closer to the decision, more similar language is a sign.

What I'd be curious, and I don't know if there's any research on this, is can you actually use language to influence that? So can I, as a manager, encourage more diverse language through ideation, but want us to start moving towards a decision, encourage people to start using similar language? I wonder if it's causal in that way. I think that's a great research question.

Yeah, I think that's really interesting. So I encourage everybody listening to think about the language you're using for the different tasks you have and start to notice what that looks like. And maybe you can run your own experiment and play with that. I want to keep on Flash teams and I want to have a broader question. But when Flash teams hit a snag, for example, like a miscommunication, what is the most effective way to fix that so they don't fraction and deal with too much friction in those situations? So I'm so glad you asked this question. I have an unpublished paper. So we ran three really complex flash teams one summer, and we had all of the DMs.

So we had all the Slack front stage and then all of the Slack DMs, the backstage. And the thing that was really interesting in analyzing all of that data is a lot of repairs happen backstage. So something would happen in the public Slack channel and then a diad would go to the back channel and they'd be like, what is this bug? And they would sort it out and then come front stage with the solution. So it created a lot of smooth operations. Like the flash teams, they all accomplished their goal. There didn't seem to be a ton of conflict. So this pattern of backstage repair was really interesting to discover.

I think any human behavior, it's got different sides to it. So I think it did support smooth operation. But what I saw in the analysis that I have not yet published is that the people who are more involved in backstage repair ended up with more influence over time. So these are the workers and the managers who were like really helping make the decisions. So it's something about access to where the real problems get solved was like creating a lot of influence for people. I don't totally know what to do with that as someone who is interested in flash teams going well. I would maybe say you need like a post-mortem on a flash team.

What were the problems who helped solve them? What do we learn about this together? It's really intriguing that the people involved in that repair or that dealing with those problems end up being more influential. Yeah. Because it's like they had the realer story of what was going on. And sometimes it was in the backstage repair that decisions were made and then presented as if they were quite done, if that makes sense. That's really intriguing. I'm putting on my manager hat and thinking if I were in the midst of any team, be it a flash team or a regular team, how I could be aware that the folks who are involved in helping fix repair, dive deep into problems, what that means for them in terms of their currency and how we interact on the public stage. And I just think it's interesting that we now have these two channels and ways of communicating that can be measured.

I know you think about storytelling and change. How can everyday employees in an organization use storytelling to drive broader systemic change and build coalitions to help achieve whatever it is they're trying to achieve? Yeah. So one of the studies that I did when I first got to Stanford was actually an academic cancer center. I saw stories be really influential in this study. So it feels a little different than what we've been talking about with AI and algorithms and so forth. But it still to me is a study of organizational design, which is what I'm really interested in. What happened in this study, so I was studying as this cancer center was trying to do a transformation. They were trying to decrease the coordination burden on patients and their families. And during the study, there was a group

of patient advocates or activists who really wanted the cancer center to understand how much coordination they were having to do. So the way that they made their case, this is why I'm thinking of it, is they had an initiative they called patient stories. And so they went to great effort to collect a lot of patient stories where patient just talked about, like a family member had to quit their job to become the full-time coordinator for the patient. So they came up with dozens of patient stories. And then in this paper that I have, I analyze how they basically use the stories to make the case and to spread the movement, spread the message across the cancer center. And at the end of the study, had convinced the Cancer Center to take on some of the coordination work. So it ends up being

this end-to-end story of patient stories, patient narratives, actually changing the organizational design, which is why I'm thinking about it. It was like a very powerful thing that these patient activists did. Stories can really resonate and motivate people. Was there anything specific to the stories that you think were really important? Was it the fact that the stories accounted for all the specific coordination events or was it the emotionality? Or was it the fact that these people just collected a bunch of stories and the cancer center is like, wow, there are all these stories. We should probably do something. I think a lot of us interface with the healthcare system and we could just see ourselves.

So the patient stories were just like, this is us, this is you and me. And then it illustrated the problem really specifically. So somebody is sitting in a wheelchair in a hallway because they had been dropped or something like that. And so it's like, wait, like I think the cancer center is so full of people who care. And then hearing like the specific instance in a really relatable story, they were just like, oh, that's a problem that I can help with. I think you hit on it. It's relatable and real and we can connect. Thank you. Can you take what you've learned about flash teams and give us any insight that we can just apply to a normal team? So I've got a team that's been around for a while and we meet regularly. Is there any insight from your work on flash teams that could perhaps help my team be more efficient, feel more connected, ideate better?

One thing that Michael and I used to say when we were writing the book, we were trying to think of what's the mindset here that any manager would find empowering? And the phrase we came up with is experts everywhere all the time. So you've got your trusted team. Great. Keep working together, taking good care of each other, working hard. But really recognize that your organization, the world, the internet, the world is just full of experts who can help and people like helping and bringing their expertise to something. So it's just having a mindset of recognizing how much collaboration is available, how much expertise is available. And maybe it invites you to think of the boundaries of the team a little more.

That's funny. You said that because that was exactly the word I was thinking as porous, is that it can be very easy to insulate a team and say, this is the team, but being a little more open and pulling in expertise. When I was managing a team, I ran a learning and development group and we had this very tricky thing we had to train people on. And it turned out that somebody in the company who was an admin was using our tool and they actually knew how to do things that we were trying to figure out how to train people on better. That person was an expert and by just dumb luck, we figured that out and incorporated them into the team. And I like that idea. I think that there are a lot of tools that can be very helpful to managers in terms of how the team works together, coordinates and stuff like that.

The other thing we said in the book is AI driven team design. So just making use of the tools to be very thoughtful in how you're structuring your job. team. So AI can help us structure the team and maybe even identify who some of the experts are that we might know. I love that. We'll be right back to finish our conversation. But first, a quick word from one of our sponsors. Their support allows us to bring you this show free of charge. This episode is sponsored by Squarespace. We spend a lot of time on this show talking about communication. But one thing we don't discuss as often is what happens after you've shared an idea. Maybe you've given a presentation, appeared on a podcast, or met someone at an event.

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slash think fast for a free trial. And when you're ready to launch, use code think fast to save 10% off your first purchase of a website or domain. As a Think Fast Talk Smart listener, I know you're likely looking to hone your communication skills and level up your career. And if you're looking for your next source of inspiration, I highly recommend checking out the How to Be a Better Human podcast. Its host, Chris Duffy recently joined me to discuss how to manage anxiety and bring levity to high-stress communication moments. On his show, he talks to psychologists, experts, and TED speakers to explore fascinating topics from the effects of doom-scrolling to the importance of feeling like you belong. You leave every episode with practical insights to help you become a better colleague, friend,

partner and person. Listen to how to be a better human wherever you get your podcasts. And now, back to the conversation. Melissa, this has been great. Before we end, you know I like to ask three questions when I make up just for you and two, I've been asking everybody. Are you up for that? Yeah, let's do it. Beyond the academic research you do, you're also a creator. And you study the algorithms that serve up information on social media. What advice do you have for others who are creators? Okay, so I love Instagram and TikTok. I think people have complicated relationships with social media. So the attention stuff is real.

My attention is shot. But I have learned so much from content creators. I am such a fan. My advice is keep going. If you're an expert, put it out in the world. Like people will find it. Different life transitions I've gone through, different health stuff, different fitness stuff, different hobbies.

Like I have learned so much from the internet. So thank you content creators. You know, as a creator myself, and it took me a while to identify as a creator, but I think many of us are motivated to help people. And it's that motivation that actually helps us get through. It's hard to put out to content. And the algorithm can sometimes help you and sometimes not. So it's that passion, desire to learn and to help, I think, that really motivate. And I can hear that in your voice and see it in the things that you post and create.

Question number two, who is a communicator that you admire and why? So I'm at a moment where I'm thinking a lot about communication where we really take each other in in a really deep way. So I have a friend who is a therapist and a Buddhist. She has a quality of listening and expression that allows for like true communication. So I would say I'm going to I'm going to nominate her. It's like a fascinating thing about being very aware of yourself that allows you to be very aware of others. And just yeah, like it is a lot of presence as you're saying like a lot of kind of presence and connection. Yeah, I like that self-awareness.

and other awareness. Thank you. And final question, what are the first three ingredients that go into a successful communication recipe? Something that I've come to appreciate is how useful, like a deep awareness of your own experience is, because then you're even more able to take in another's in all of its complexity. So yeah, self-awareness, other awareness. And then working from there, I think what's possible between you is like new. It's like something that neither of you would have done without that kind of connection. I sort of bristle at the word synergy, but in this case, that's exactly what you're talking about, is it's the power of the two is greater than either individually. But that comes, as you said, from a self-awareness and an other awareness. Thank you for the three ingredients and

thank you for the conversation. Your work to me is really intriguing because it focuses both on technology, but the human aspect of people coming together and the fact that there are structures that we can rely on to help expedite and make things more efficient. Melissa, this has been fantastic. Thank you and thank you for the work you do. Totally. Really fun for me too. Thank you. Thank you for joining us for another episode of Think Fast, Talk Smart, the podcast. To learn more about groups, listen in to our episode 241 with Colin Fisher. And to learn more about social media algorithms, please check out episode 268 with Anjali Christine. This episode was produced by Catherine Reed, Ryan Campos, and me, Matt Abraham's. Our music is from Floyd Wonder, with special thanks to

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