ABSTRACT
To travel beyond the world of structured work with its core tasks is to enter a realm occupied primarily by people engaged in activities that they settle between them. Whether that formula justifies itself or not in practice depends on a great number of factors. A team that achieves success, whose members adapt to each other and work well together, deserves to continue as it is. And that will normally happen. Further, if success can be maintained even under varying conditions and demands, it will provide testimony to the team's good internal balance and to its capacity for regulating itself through shared insights. In that way it can draw on its various parts for different strengths at different times. That is the ideal. However, the ideal is not the rule. What usually happens is that a run of good fortune is followed by a series of reverses or a long period of stagnation. The set-back then poses the question as to what so unexpectedly can have gone wrong.
