As we continue to study project teams in business, we have been thinking about the following questions:

  • Does a project team require defined roles to be successful?
  • How can individual roles enhance team performance?
  • To what extent do specific research approaches enlighten awareness of actual people and embed that awareness in a teams reasoning?
  • How might we ensure that a team’s artifacts are sufficiently relevant to connect the logic of various team members and overcome divisive reasoning?
  • How could we ensure that our approaches, toolkits, and language better represent hidden knowledge about actual people?
  • How might we eradicate fears, identify biases, and overcome false assumptions that limit team performance?

We have been observing and reflecting on project team’s behaviors and considering whether people have the time necessary to actually practice particular routines.

This goes far beyond just quickly implementing new routines. Adopting the wrong routine could cause serious damage to team morale and, ultimately, negatively impact the quality of their work.

So, before we jump into our methodologies or toolkits of choice, how can we help a project team to recognize helpful routines and practice them in a structured manner—giving them a better chance of contributing to meaningful projects?