Team Development in an Intact, Ongoing Work Group: A Quasi-Field Experiment

Abstract

A team development intervention with a squadron at the U.S. Air Force Academy is reported. A six-month follow-up involving comparisons with an equivalent control squadron indicated that the intervention positively influ enced both climate and performance variables in the target organization. Results are discussed in the context of current skepticism about the utility of process interventions for effecting lasting improvement in organizational effectiveness.