Mindset and culture are more important than practices. Unfortunately, culture is not something that can be turned on and off like a light. Luckily, there is a spectrum of possible ideal cultures. What might work in one environment and with one set of team members will not necessarily work in a different environment with different people.
Creating the ideal culture takes a lot of hard work, and it takes people dedicated to making it happengood people. The vast majority of people want to succeed and have the tools required to do so, if they are put into the right environment. There must be a shared sense of purpose and vision, and this is why there must be an effort made to getting the people with the right attributes onto the team and others off the team, or on the bus as in Good to Great [Collins 2001]. It's how the people in the team apply themselves to creating the necessary environment that separates the poor team from the average from the good and from the great team. There is an element of luck and being in the right place at the right time with the right people. Applying the principles and practices outlined in this book and thinking about your desired culture should get your team well on the way to a thriving, positive culture.
The rest of this book describes some of the recommended practices that support the four principles of sustainable development. There is a chapter for each principle, and each chapter explains in detail the rationale behind the principle and the practices that help to make it real.