Whereas culture’s focus leans toward conformity to a common core of behaviors, teams focus on the opposite. Teams aren’t about sameness—they aren’t, at their best, about marching in lockstep. Instead they’re about unlocking what is unique about each of us, in the service of something shared. A team, at its finest, insists on the unique contribution of each of its members, and is the best way we humans have ever come up with of harnessing those distinctive contributions together in the service of something that none of us could do alone.

Once Juni understood a key maxim of Behavior Design—simplicity changes behavior—she refocused her personal efforts to create a constellation of habits, tiny in size but big on impact, that helped her to kick her sugar habit for good.

People change best by feeling good, not by feeling bad. Amy set herself up for success by thoughtfully using prompts to design changes. Those changes worked because they helped her do what she already wanted to do. And that success? That felt good.

We live and work with others, and every change has a general effect on everyone for better or worse. We are always changing together whether we design for it or not.

In Frankl’s words, “Everyone has his own specific vocation or mission in life.... Therein he cannot be replaced, nor can his life be repeated. Thus, everyone’s task is as unique as is his specific opportunity to implement it.