I found two interesting things in this review of a new book Senior Leadership Teams.

The author says:

People assume, for example, that teams that work well together are better and more productive than those that don't. "The cause-and-effect is the reverse of what most people believe: When we're productive and we've done something good together we feel satisfied, not the other way around," says Hackman.

This is an important thing to remember.  Teams do not work well and feel good because the team members like each other personally.  Teams work well and get along when they succeed with shared goals.  This observation drives two of the listed recommendations.  The first recommendation is to set "compelling" direction.  People need to sign on and share the goal.  The second recommendation is be "ruthless" about team membership and kick people off if they don't contribute.

The other interesting point is about "deviants" - people who often disagree with the other team members.  Great word, "deviant".  The author thinks that deviants often bring up good points, and that "teams with deviants outperformed teams without them."