High Performing Teams

Tom Geraghty · History & Foundations, Models & Critique

Examines what makes teams high-performing and the evidence for psychological safety as the foundational condition — not a nice-to-have. Maps PS to each element of team performance: ideas, questions, concerns, mistakes, and challenges.

Neighbours (21)

• Exploration and Exploitation in Organizational Learning (paper)
• Psychological Safety: A Meta-Analytic Review and Extension (paper)
• What is PS?
• A Strategic View of Team Learning in Organizations (paper)
• The Dynamics of Team Learning: Harmony and Rhythm in Teamwork Arrangements for Innovation (paper)
• Time and Transition in Work Teams: Toward a New Model of Group Development (paper)
• A Temporally Based Framework and Taxonomy of Team Processes (paper)
• Cognition-Based and Affect-Based Trust as Mediators of Leader Behavior Influences on Team Performance (paper)
• Joint Problem-Solving Orientation in Fluid Cross-Boundary Teams (paper)
• PS Isn't Enough
• The Discipline of Teams (paper)
• The Dynamics of Team Learning: Harmony and Rhythm in Teamwork Arrangements for Innovation (paper)
• Benefits of PS
• How Psychological Safety Affects Team Performance: Mediating Role of Efficacy and Learning Behavior (paper)
• Into the Fray: Adaptive Approaches to Studying Novel Teamwork Forms (paper)
• Project Aristotle
• PS is Not the Goal
• PS Quadrant
• Team Learning in the Field: An Organizing Framework and Avenues for Future Research (paper)
• The Benefits of Flexible Team Interaction During Crises (paper)
• Googlers, Tigers & Elephants