They almost always contribute less to company performance needs than working groups because their interactions detract from each member's individual performance without delivering any joint benefits. For a pseudo-team to have the option of becoming a potential team, the group must define goals so it has something concrete to do as a team that is a valuable contribution to the company. Typically it requires more clarity about purpose, goals, or work products and more discipline in hammering out a common working approach. It has not yet established collective accountability. Potential teams abound in organizations.
Real teams are a basic unit of performance.
The possible performance impact for the real team is significantly higher than the working group. That commitment usually transcends the team. The high performance team significantly outperforms all other like teams, and outperforms all reasonable expectations given its membership. It is a powerful possibility and an excellent model for all real and potential teams. The ability of groups of people to contribute to their organization 2.