Breaking the Paradox

Understanding How Teams Create Developmental Space

K. Derksen, R.J. Blomme, Léon De Caluwe, Joyce Rupert, P.R.J. Simons

Research output: Contribution to journalArticleAcademicpeer-review

Abstract

Past research shows that teams working on a complex task need developmental space to be successful. They can create this space in their interaction by undertaking four activities: creating future, reflecting, organizing, and dialoguing. These four activities refer to two orientations: the performance orientation, limiting the space, and the sensemaking orientation, opening up the space. Teams need them both, yet it seems inconsistent and impossible to achieve together, thus a paradox. In this exploratory research, we address the way in which teams experience and handle that "developmental space paradox," and how it affects team success. Individual team members (N = 70) from 12 teams were interviewed. Successful (n = 7) and unsuccessful (n = 5) teams were compared. The results show that successful teams experience this paradox differently than the unsuccessful teams, and that both categories choose other coping strategies to handle this paradox.

Original languageEnglish
Pages (from-to)366-380
Number of pages15
JournalJournal of Management Inquiry
Volume28
Issue number3
Early online date2017
DOIs
Publication statusPublished - Jul 2019

Fingerprint

Paradox
Organizing
Sensemaking
Interaction
Team working
Performance orientation
Coping strategies

Keywords

  • teams
  • groups
  • group processes
  • dynamics
  • group decision making
  • ORGANIZATIONAL AMBIDEXTERITY
  • TASK COMPLEXITY
  • MANAGEMENT
  • MODEL
  • FAULTLINES
  • SUBGROUPS
  • WORKING
  • IDENTIFICATION
  • INNOVATION
  • DIVERSITY

Cite this

Derksen, K. ; Blomme, R.J. ; De Caluwe, Léon ; Rupert, Joyce ; Simons, P.R.J. / Breaking the Paradox : Understanding How Teams Create Developmental Space. In: Journal of Management Inquiry. 2019 ; Vol. 28, No. 3. pp. 366-380.
@article{d85726074c5f4d0eaa830efdbb355e8d,
title = "Breaking the Paradox: Understanding How Teams Create Developmental Space",
abstract = "Past research shows that teams working on a complex task need developmental space to be successful. They can create this space in their interaction by undertaking four activities: creating future, reflecting, organizing, and dialoguing. These four activities refer to two orientations: the performance orientation, limiting the space, and the sensemaking orientation, opening up the space. Teams need them both, yet it seems inconsistent and impossible to achieve together, thus a paradox. In this exploratory research, we address the way in which teams experience and handle that {"}developmental space paradox,{"} and how it affects team success. Individual team members (N = 70) from 12 teams were interviewed. Successful (n = 7) and unsuccessful (n = 5) teams were compared. The results show that successful teams experience this paradox differently than the unsuccessful teams, and that both categories choose other coping strategies to handle this paradox.",
keywords = "teams, groups, group processes, dynamics, group decision making, ORGANIZATIONAL AMBIDEXTERITY, TASK COMPLEXITY, MANAGEMENT, MODEL, FAULTLINES, SUBGROUPS, WORKING, IDENTIFICATION, INNOVATION, DIVERSITY",
author = "K. Derksen and R.J. Blomme and {De Caluwe}, L{\'e}on and Joyce Rupert and P.R.J. Simons",
year = "2019",
month = "7",
doi = "10.1177/1056492617718090",
language = "English",
volume = "28",
pages = "366--380",
journal = "Journal of Management Inquiry",
issn = "1056-4926",
publisher = "SAGE Publications Inc.",
number = "3",

}

Breaking the Paradox : Understanding How Teams Create Developmental Space. / Derksen, K.; Blomme, R.J.; De Caluwe, Léon; Rupert, Joyce; Simons, P.R.J.

In: Journal of Management Inquiry, Vol. 28, No. 3, 07.2019, p. 366-380.

Research output: Contribution to journalArticleAcademicpeer-review

TY - JOUR

T1 - Breaking the Paradox

T2 - Understanding How Teams Create Developmental Space

AU - Derksen, K.

AU - Blomme, R.J.

AU - De Caluwe, Léon

AU - Rupert, Joyce

AU - Simons, P.R.J.

PY - 2019/7

Y1 - 2019/7

N2 - Past research shows that teams working on a complex task need developmental space to be successful. They can create this space in their interaction by undertaking four activities: creating future, reflecting, organizing, and dialoguing. These four activities refer to two orientations: the performance orientation, limiting the space, and the sensemaking orientation, opening up the space. Teams need them both, yet it seems inconsistent and impossible to achieve together, thus a paradox. In this exploratory research, we address the way in which teams experience and handle that "developmental space paradox," and how it affects team success. Individual team members (N = 70) from 12 teams were interviewed. Successful (n = 7) and unsuccessful (n = 5) teams were compared. The results show that successful teams experience this paradox differently than the unsuccessful teams, and that both categories choose other coping strategies to handle this paradox.

AB - Past research shows that teams working on a complex task need developmental space to be successful. They can create this space in their interaction by undertaking four activities: creating future, reflecting, organizing, and dialoguing. These four activities refer to two orientations: the performance orientation, limiting the space, and the sensemaking orientation, opening up the space. Teams need them both, yet it seems inconsistent and impossible to achieve together, thus a paradox. In this exploratory research, we address the way in which teams experience and handle that "developmental space paradox," and how it affects team success. Individual team members (N = 70) from 12 teams were interviewed. Successful (n = 7) and unsuccessful (n = 5) teams were compared. The results show that successful teams experience this paradox differently than the unsuccessful teams, and that both categories choose other coping strategies to handle this paradox.

KW - teams

KW - groups

KW - group processes

KW - dynamics

KW - group decision making

KW - ORGANIZATIONAL AMBIDEXTERITY

KW - TASK COMPLEXITY

KW - MANAGEMENT

KW - MODEL

KW - FAULTLINES

KW - SUBGROUPS

KW - WORKING

KW - IDENTIFICATION

KW - INNOVATION

KW - DIVERSITY

U2 - 10.1177/1056492617718090

DO - 10.1177/1056492617718090

M3 - Article

VL - 28

SP - 366

EP - 380

JO - Journal of Management Inquiry

JF - Journal of Management Inquiry

SN - 1056-4926

IS - 3

ER -