We know what makes effective and creative teams. For teams to work multiple people within the team ought to have knowledge in team dynamics and teaming.
In crisis team leadership bends towards short-term specification of “just do it!” The concept of coaching & development is lost in the need do it, do it fast, do it my way.
Team norms that develop during a crisis are likely to be dysfunctional during periods of stability.
This change in team composition broke the inertia – stuckness that team and team leader had been unable to resolve.
A crisis demands action and provides clear direction for that action. In stability the tasks of the management team are ambiguous.
Strong directive leadership frequently is required in a crisis. Once stability is achieved a more cooperative style is useful.
The team’s previous good work created the need for it to change its approach & work style.
All work returns to two questions.
What am I doing here? and Who are you?