TY  - JOUR
AB  - Purpose– To provide readers with a better understanding of the organizational conditions that lead to complexity in team structure, operation, and dynamics, and introduce guidelines for facilitating complex team interventions.Design/methodology/approach– This article is based on the author's 20 years' experience as an internal OD executive, external consultant, and associate professor in the areas of organizational change and teambuilding.Findings– The article concludes that team‐building failures frequently occur when facilitators operate from team archetypes that are radically outmoded, and severely underestimate the complexity of certain team‐building issues. Readers are introduced to six guidelines for managing complex team interventions.Practical implications– This article is designed to help OD practitioners plan extremely complex and difficult team‐building interventions. The article should serve as a useful tool to experienced OD consultants who are attempting to tackle more advanced team‐building interventions. An organizational example is provided to illustrate key concepts.Originality/value– The author believes that this article provides a unique perspective, by examining issues of organizational complexity that must be faced by experienced team facilitators.
VL  - 12
IS  - 1/2
SN  - 1352-7592
DO  - 10.1108/13527590610652792
UR  - https://doi.org/10.1108/13527590610652792
AU  - Barner Robert
PY  - 2006
Y1  - 2006/01/01
TI  - Managing complex team interventions
T2  - Team Performance Management: An International Journal
PB  - Emerald Group Publishing Limited
SP  - 44
EP  - 54
Y2  - 2024/04/24
ER  -