More specifically, to the section Dysfunction 4. Less than the sum of its parts:

There’s a variation of “Less than the sum of its parts” that I could have called out separately as “Can’t see the wood for the trees”, but really it’s the same thing, just with a reminder of Chapter 1’s progress problem. Teams are well coached, things run smoothly, they’re highly transparent about their progress, but still their stakeholders are frustrated. Out of all that detail – overwhelming detail, perhaps – no one has thought to tell a story that outsiders can relate to. Faith in self-managing teams at the lowest level may be well placed, but it does not obviate the need for higher-level translation.

Empathy for customers and other stakeholders is key here; the irony is that without it, you sell yourselves short! If you’re stuck for what kind of story to tell, Chapter 2’s Right to Left pattern provides an easy default structure. Recent accomplishments (and what, from our understanding of their perspective, we think is important about that), what (perhaps with stakeholder assistance gratefully received) are we looking to get over the line, what (perhaps needing stakeholder input) is further back in the process, and so on. Show & Tell presentations can slot demos and other interesting updates into that basic structure, and honestly, there are few progress-related meetings where it doesn’t help at least to keep that pattern in mind.

I’ll add that in a future update to the book, but you heard it here first!