Authors: Liz Lee-Kelley, Deborah Blackman
Addresses: School of Management, University of Surrey, Guildford, Surrey, GU2 7XH, UK. ' School of Management, University of Western Sydney, Campbelltown Campus, NSW 1797, Australia
Abstract: This paper highlights the importance of an open and receptive climate to support the continuous challenge of the established group mental model for innovation and change. Teams are increasingly identified as fundamental in providing flexible, innovative organisational solutions in today|s fast changing economy. This paper addresses reasons why some teams fail to meet their potential. It explores, through the use of mental models, factors closing the teams to new ideas and the development of new knowledge. The potentially negative impact of overly shared mental models upon the development and performance of teams is discussed. Using Tuckman|s model, the inter-relations between individuals in the team, the team and the organisation are analysed, demonstrating how the perceptual differences are reduced throughout the developmental stages. Managerial implications are also discussed.
Keywords: teams; team management; group mental models; innovation; knowledge; team learning; teamwork.
International Journal of Innovation and Learning, 2005 Vol.2 No.1, pp.11 - 25
Published online: 02 Feb 2005 *Full-text access for editors Access for subscribers Purchase this article Comment on this article