Complex decision-making groups depend on learning that cannot occur without reflection. Learning in teams does not occur spontaneously; it requires deliberate allocation of the precious resource of time to that process. This chapter presents a framework for thinking about team reflection and guidelines for becoming effective at it. Empirical work in 150 companies has demonstrated that team reflection on objectives, strategies, processes, and environments may be the most critical factor leading to team effectiveness. The learning from reflection makes innovation possible. Innovation also depends on low market share, emphasis on quality, and use of teams. Teams may contribute, because they represent the best way of increasing the employees' sense of involvement or empowerment. However, it is harder to work in teams. And, an unsafe environment, such as one where downsizing is a threat or a recent experience, will impede the risk taking that innovation requires.
|Title of host publication||Product development teams|
|Editors||M. Beyerlein, D. Johnson, S. Beyerlein|
|Place of Publication||Stanford USA|
|Publication status||Published - 2000|
|Name||Advances in interdisciplinary studies of work teams|
West, M. A. (2000). Reflexivity, revolution and innovation in work teams. In M. Beyerlein, D. Johnson, & S. Beyerlein (Eds.), Product development teams (pp. 1-29). (Advances in interdisciplinary studies of work teams; Vol. 5). JAI Press.