The Development of Product and Process Improvements in Work Groups

Case studies of product and process improvements in four work groups were analyzed to determine the extent to which formal planned change processes; ad hoc, emergent change processes; individual activities; and group activities contributed to those improvements. Results showed that (a) improvements were nearly always a reaction to an immediate problem or a suggestion from someone outside the group; (b) the development and implementation of ideas for change usually took place as group members pursued their normal work activities; and (c) individual ideas for change and individual follow through were important. Together these results suggest that a theory of process and product improvements in groups must include reactive, emergent processes; proactive, deliberate processes; and a better understanding of how individual commitment to innovation and change contribute to group success.

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