Exploding the myths of high performance teams

Abstract

Reviews an initiative within a loss adjuster’s operation to create a high performance team. Focuses on the role of the manager in influencing team behaviour and changing the prevailing team culture. Asserts that the system in which the team works has a major influence on performance and demonstrates how management in this case organisation was encouraged to review its work system. Reports on how adjustments made by management to the work system impacted positively on the performance of the team and how changes in the manager’s behaviour led to team members taking greater responsibility for departmental tasks and goals.

Citation

Davis, R. (1998), "Exploding the myths of high performance teams", Team Performance Management, Vol. 4 No. 7, pp. 306-311. https://doi.org/10.1108/13527599810245243