Teams create value when their internal dynamics systematically surface information, convert disagreement into better decisions, and sustain learning under pressure. A central determinant is psychological safety, the shared belief that interpersonal risk-taking will not be punished, which enables members to voice concerns early, admit uncertainty, and experiment in bounded ways that accelerate error detection and improvement (Edmondson, 1999). In firms that compete on knowledg

High-performing teams depend less on individual heroics and more on conditions and communication routines that turn diverse taskwork into coordinated actions for positive outcomes. A team isn't just individuals but interdependent members with roles, shared goals, and collective accountability. This emphasises systems over personalities, affecting work organisation (McKee, 2014).   Teams typically move through the stages of forming, storming, norming, performing and adjourning