For years Evo has supported athletic teams, but only recently did the Seattle-basede-commerce company launch a formal work team. The new group, which is comprised of a photographer, designer, and copywriter, is responsible for producing Evo's magazine ads, promotions, and website content. To help the members learn to work together, Nathan Decker, director of e-commerce, became the team leader. As a skilled negotiator, Decker makes sure his talented trio steers clear of dysfunction and delivers the goods. Due to Decker's leadership and skillful negotiation of conflicts, members of the creative services team are learning how to communicate in ways never before possible.
1. What organizational dilemma was hurting Evo's creative output, and how did management resolve the problem using teams?
2. How might Nathan Decker lead effectively as the team starts "norming"?
3. Can you relate the group performance factors of composition, size, norms, cohesiveness, and informal leadership to Evo?