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

Abstract

PurposeThe 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/approachA 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.FindingsTeams 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/implicationsIndividual 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 implicationsLeaders 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/valueThe model of team establishment has likely application in other settings. The study also suggests the valuable insights that study informants can contribute to research.