The search for factors, which make a high-performance team, fills entire libraries. The investigations and studies arrive at totally different, or even controversial results. These research findings fit the conclusion reached in the thinking on guiding processes presented here. As there are no right decisions but only suitable decisions, which fit the team’s past, present and future, it is not surprising that the studies can find no rules, which reject formulas, factors and correlations of ‘Best Practice’.
High performance is a consequence of a particularly successful resonance of a team with all internal and external environmental conditions. And in this connection, neither diversity, nor homogeneity, neither individual expertise nor group work, neither clear leadership by individuals nor team decisions, neither consensus nor conflict competence, neither trust, nor coexistence in the team are, as such, an advantage or a disadvantage. Leaders as well as team developers are always in danger of repeating something tried and tested. The more standardised the picture is of how a team should be, the more strongly it reduces the attention actually required to perceive the limitations of past patterns, the requirements of the present moment and the respective range of potential in the future present.