Team A team comprises a group of people or animal s linked in a common purpose . Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks . A group in itself does not necessarily constitute a team . Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize his / her strengths and minimize his / her weaknesses . Team members need to learn how to help one another , help other team members realize their true potential , and create an environment that allows everyone to go beyond their limitations . A team becomes more than just a collection of people when a strong sense of mutual commitment creates synergy , thus generating performance greater than the sum of the performance of its individual members . Thus teams of game players can form ( and re - form ) to practise their craft . Transport logistics executives can select teams of horse s , dog s or ox en for the purpose of conveying goods . Theorist s in business in the late 20th century popularised the concept of constructing teams . Differing opinions exist on the efficacy of this new management fad . Some see " team " as a four - letter word : overused and under - useful . Others see it as a panacea that finally realizes the human relations movement ' s desire to integrate what that movement perceives as best for workers and as best for managers . Still others believe in the effectiveness of teams , but also see them as dangerous because of the potential for exploiting workers — in that team effectiveness can rely on peer pressure and peer surveillance . Compare the more structured / skilled concept of a crew , and the advantages of formal and informal partnership s . Team size , composition , and formation . Team size and composition affect the team processes and outcomes . The optimal size ( and composition ) of teams is debated and will vary depending on the task at hand . At least one study of problem - solving in groups showed an optimal size of groups at four members . Other works estimate the optimal size between 5 - 12 members . Belbin did extensive research on teams prior to 1990 in the UK that clearly demonstrated that the optimum team size is 8 roles plus a specialist as needed . Fewer than 5 members results in decreased perspectives and diminished creativity . Membership in excess of 12 results in increased conflict and greater potential of sub - groups forming . David Cooperrider suggests that the larger the group , the better . This is because a larger group is able to address concerns of the whole system . So while a large team may be ineffective at performing a given task , Cooperider says that the relevance of that task should be considered , because determining whether the team is effective first requires identifying what needs to be accomplished . Regarding composition , all teams will have an element of homogeneity and heterogeneity . The more homogeneous the group , the more cohesive it will be . The more heterogeneous the group , the greater the differences in perspective and increased potential for creativity , but also the greater potential for conflict . Team members normally have different roles , like team leader and agents . Large teams can divide into sub - teams according to need . Many teams go through a life - cycle of stages , identified by Bruce Tuckman as : forming , storming , norming , performing and adjourning . Types of teams . Independent and interdependent teams . Of particular importance is the concept of different types of teams . A distinction is usually drawn between " independent " and " interdependent " teams . To continue the sports team example , a rugby team is clearly an interdependent team : On the other hand , a chess or bowling team is a classic example of an independent team : Coaching an " interdependent " team like a football team necessarily requires a different approach from coaching an " independent " team because the costs and benefits to individual team members — and therefore the intrinsic incentives for positive team behaviors — are very different . An interdependent team benefits from getting to know the other team members socially , from developing trust in each other , and from conquering artificial challenges ( such as offered in outdoors ropes courses ) . Categories by subject . Although the concept of a team is relatively simple , many different types of teams have been identified by social scientists . In general , teams either act as information processors , or take on a more active role in the task and actually per form activities . The following are some common categories and subtypes of teams . Interdisciplinary and multidisciplinary teams . Teams , such as in medical fields , may be " interdisciplinary " or " multidisciplinary " . Multidisciplinary teams involve several professionals who independently treat various issues a patient may have , focusing on the issues in which they specialise . The problems that are being treated may or may not relate to other issues being addressed by individual team members . Interdisciplinary team approach involves all members of the team working together towards the same goal . In an interdisciplinary team approach , there can often be role blending by members of the core team , who may take on tasks usually filled by other team members . Not all groups are teams . Some people also use the word " team " when they mean " employees . " A " sales team " is a common example of this loose or perhaps euphemistic usage , though inter dependencies exist in organisations , and a sales team can be let down by poor performance on other parts of the organisation upon which sales depend , like delivery , after - sales service , etc . However " sales staff " is a more precise description of the typical arrangement . Groups develop into teams in four stages . The four stages are : dependency and inclusion , counter dependency and fighting , trust and structure , and work . In the first stage , group development is characterized by members ' dependency on the designated leader ( Identical to ' Forming ' in Tuckman ' s model ) . In the second stage , the group seeks to free itself from its dependence on the leader and groups have conflicts about goals and procedures ( Identical to ' Storming ' in Tuckman ' s model ) . In the third stage , the group manages to work through the conflicts ( Identical to ' Norming ' in Tuckman ' s model ) . And in the last stage , groups focus on team productivity ( Identical to ' Performing ' in Tuckman ' s model ) . References . Devine , D . J . ( 2002 ) . A review and integration of classification systems relevant to teams in organizations . Group Dynamics : Theory , Research , and Practice , 6 , 291 – 310 . Forsyth , D . R . ( 2006 ) . Teams . In Forsyth , D . R . , Group Dynamics ( 5th Ed . ) ( P . 351 - 377 ) . Belmont : CA , Wadsworth , Cengage Learning .