1. Why do you think P&G isolates the teams at Clay Street? Why is so much time spent up front on activities that are not directly related to the task? What are the advantages and disadvantages to doing this in terms of process gains and process losses?
2. Which specific types of team processes and team states are most relevant to the teams that work at Clay Street? How does the relevance of the various team processes and team states depend on how long the teams have been at Clay Street?
3. How could some of the core ideas of Clay Street be incorporated to facilitate effective team processes and emergent states in companies that can’t afford to send their people to a different location for three month at a time? Which specific type of team training would you use to improve these team processes and emergent states?