A new agile project manager accepts an assignment to manage a well-established team Many team members have worked together on this product for several years During a meeting, the project manager notices that team members offer little vocal interaction, yet all required tasks are completed on time What type of behavior does this describe?

In the context of team dynamics, especially in an Agile environment that values open communication, a team that completes tasks but offers little vocal interaction can be a sign of underlying issues. Passive-aggressive behavior is characterized by an indirect resistance to the demands of others and an avoidance of direct confrontation. The silence and lack of engagement, despite task completion, can be a manifestation of unresolved conflict, low psychological safety, or resentment. An Agile project manager or coach would recognize this as a potential team health issue that requires further investigation to ensure long-term collaboration and resilience.

A. Synchronous describes the timing of communication (real-time), not the quality or nature of the team's behavior. The lack of interaction suggests a problem with synchronous communication.
B. While tasks are completed, the lack of vocal interaction is a symptom that may indicate a lack of true, open collaboration, which is a cornerstone of Agile teams.
D. The behavior is a consistent pattern of minimal interaction, not random. It is a predictable, albeit concerning, team norm.

1. Project Management Institute. (2017). Agile Practice Guide. Section 5.4.2, Emotional Intelligence. pp. 73-74. The guide highlights the importance of self-awareness and relationship management for high-performing teams, noting that a team's emotional intelligence is critical for navigating conflict and collaborating effectively. A silent team may indicate low emotional intelligence or safety.

2. Edmondson, A. C. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999. This foundational paper establishes that psychological safety—a belief that one will not be punished for speaking up—is critical for team learning and performance. A silent team often indicates a lack of psychological safety.

3. Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business Review Press. The authors describe how real teams require open communication and constructive conflict, which are absent in the described scenario.