ABSTRACT
Much of this is consistent with the observations of others who have examined the group process, particularly those who have adopted a qualitative methodology in their studies. Bate (1984), for example, talked of a root construct of 'unemotionality' by which participants protected themselves from the stresses ofteam life. Coffman (1961) talked of 'role distancing' in much the same context. From a different vantage point, others, such as Hackman and Oldham (1980), talked of appropriate ingredients for team success, which included appropriate degrees of heterogeneity among the team. This strikes a chord in the research findings here, where it has been noted that heterogeneous teams may be more successful than homogeneous teams.
