There comes a time in every group project where there is an opportunity to stop and course correct. In collaborative task-driven settings, we don't always take those chances. Why not? 

This relates to Andreas’ decision to revise the learning priorities at a late stage in developing our strategic learning plan. Almost anyone who has worked on a collaboration can relate to this. Listening to your gut or your feelings is critical, but in group processes, it is sometimes hard to actually speak those feelings in time course correct. It is tempting not to speak up either because one does not feel ready to articulate the unease, or because there may be shared burdens related to your action. Power dynamics may be at play or the rules of engagement may not be clear. As Keri-Nicole pointed out, it is especially important for leaders (such as principal investigators on grants) to create a culture in which the collaborators and subordinates (there is usually a hierarchy) feel that they can share their opinions and mistakes even if this creates a situation that is painful to resolve. 

How a team shares and responds to ideas, challenges, and missteps is a critical component of a project's culture. The Windswept team built a culture where challenges and missteps became fodder for discovery and creative solutions. What team dynamics are typical to restoration projects? and how can these be leveraged in order to allow ideas and opinions to be more freely shared and setbacks and challenges more efficiently and creatively resolved?