Abstract
Teams have been widely proclaimed to be the panacea of corporations. Many teams have been very effective. And the role of organizational culture is critical in providing an appropriate supportive environment for fostering team performance. This paper presents a case study describing a successful and effective team development process and a modified organization culture consistent with and necessary for high team performance and member satisfaction. It describes three stages of interaction as a consequence of a clash of radically different cultures. This study highlights unintended social and political consequences a team development process had on non-team members in a broader organizational context.
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