A project team of eight is working on a complex project. The chief technical designer prefers to work alone and rarely speaks in meetings but delivers good designs. The technical lead is energetic, frequently voices opinions, and constantly clarifies ideas in discussions. What should the project manager do to improve team performance?

Encouraging the chief technical designer to engage more with the team is the best option because it leverages their expertise while fostering better collaboration and knowledge sharing. While they deliver good designs, their isolation could lead to misunderstandings, missed opportunities for innovation, or design flaws that could have been caught earlier with more interaction. Asking the designer to give feedback by email is a step, but it's not as effective as direct engagement for complex discussions. Leaving team dynamics unchanged is complacent; even if it's "working" now, it's not optimized. Asking the technical lead to lead discussions is good for the lead, but it doesn't address the designer's isolation, which is the core issue.