As we begin to discuss and evaluate what makes an effective team, consider the paradox of teams that is discussed by Thayer, Petruzzelli, and McGlurg $(2017).$ As we are learning in this unit, the effectiveness of a team is threatened by a number of challenges in terms of the context, composition, and processes $($Robbins & Judge, $2019)$ involved with the implementation of goals, plans, and products.

What makes this process more complicated, Thayer and colleagues argued, was that not all teams move towards the same end goal. Some teams, they noted, brought together for the purpose of innovation; others had clear work deliverables that must be met. When a team was expected to produce an innovative deliverable, they argued that the tensions between "taskwork" and "teamwork" $($Thayer$,$ et$.$ al$,$ p$.364)$ had to be managed carefully, as the challenge to be innovative and creative is "antithetical" $($Thayer$,$ et$.$ al$,$ p$.364)$ to implementation.

In your current work setting, or a team you have been a part of before, briefly discuss this challenge to be innovative and creative, and provide implementation? How did your team become a team in a manner that fostered creativity and innovation? Was the transition towards implementation smooth or cumbersome?