This chapter explains how to diagnose one of the three key elements of any team's social context: the mind‐set (paradigm) that drives project. It also explains why some project managers are fired when cost goes from 410 million and others get medals for projects that go from 750 million. The work emphasizes projects because this is where most organizations, from aerospace to drug companies, create value. Simply put, projects are activities with start and stop dates that produce products in distinct, usually defined, phases. In the simplest terms, project and program managers trade cost, performance, and schedule within an envelope of acceptable risk.