The University of Sheffield Complex decision-making groups depend on learning that cannot occur without reflection. This chapter presents a framework for thinking about team reflection and guidelines for becoming effective at it. Empirical work in 150 companies has demonstrated that team reflection on objective, strategies, processes, and environments may be the most critical factor leading to team effectiveness. The learning from reflection makes innovation possible.
Innovation also depends on low market share, emphasis on quality, and use of teams.
Teams may contribute, because they represent the best way of increasing the employees' sense of involvement or empowerment. However, it is harder to work in teams. And, an unsafe environment, such as one where downsizing is a threat or a recent experience, will impede the risk taking that innovation requires. One cannot pick up a management book or a business magazine without reading about the virtue of teams. Like many new managerial fads, managers quickly jump on the bandwagon only to discover that teams are not the panacea they had hoped and the promised benefits never materialize.