When we think of high-performing teams, we often think of them as long-term allies—a band of brothers in the organizational world. It takes a while for teams to move through the traditional phases of storming and norming before they start to really perform. It’s logical, then, to assume that the longer a team is together, the better they’ll be at performing. But research into the inner workings of teams, particularly creative teams, suggests a different conclusion, one supported by experience from many of the most innovative companies: The best teams might temporary, with members forming around a given project and then going their separate ways to work on new projects.
Inspired by how things happen on Broadway, the evidence points to the fact that a dynamic network of continuously shifting self-organizing teams outperforms the old model of static and enduring teams. A model every organization can adopt and gain from.