Team establishment of self‐managed work teams: a model from the field

Abstract

Purpose

The purpose of this paper is to describe a model of team establishment that emerged from 64 teams comprised of mid‐career working professionals.

Design/methodology/approach

A total of 64 similarly configured 18 member teams assembled for work on the same day and, thereafter, worked on similar tasks. A single representative team was observed throughout its process of its formation‐establishment‐using participant observation and interviews. A case report describing the process was co‐constructed afterward. Individuals from remaining teams systematically compared/contrasted their experience with the case report. Qualitative analysis of 874 responses provides the basis for this paper.

Findings

Teams formed very differently than expected. A highly dynamic and rapid process was seen. The model suggests interplay between ongoing assessment of the context and organizing for work while norms emerge and work is performed.

Research limitations/implications

Individual comparisons/contrasts with the case report, unlike the case report itself, were not the result of prolonged engagement, persistent observation, triangulation, and co‐construction processes. The research focus was on team development; implications for performance are not addressed.

Practical implications

Leaders can influence the speed of establishment through intentionality during the establishment phase. The rapid establishment process that emerged here may have application across a wider range of work settings—especially where members are experienced in working collaboratively.

Originality/value

The model of team establishment has likely application in other settings. The study also suggests the valuable insights that study informants can contribute to research.

Citation

Perry, E.E., Karney, D.F. and Spencer, D.G. (2013), "Team establishment of self‐managed work teams: a model from the field", Team Performance Management, Vol. 19 No. 1/2, pp. 87-108. https://doi.org/10.1108/13527591311312114