ABSTRACT
This chapter enhances understanding of the specific dynamics that form between collective competence and rules and makes recommendations for team management. After presenting the origins of the concept, collective competence is then considered in connection with one particular managerial lever, namely team rules. The chapter looks at the definition of this multifaceted concept and presents the two attitudes that have developed in parallel. Two differing attitudes to collective competence coexist. The first looks for universal solutions to facilitate development of what is called generic teamwork skills. The second sees competence as a situated dynamic that cannot be separated from practice and considers levers of competence management as a framework that constrains people’s action, but empowers them to take it, and that action in return reinforces and/or transforms those levers. The GERON case reveals a dynamic that operates at the level of design rules and collective competence, while the metarules remain unchanged.
