Large discrepancies have developed between two elite technology development teams at Crutchfield Chemical Engineering in terms of motivation and creativity. To investigate, Paul Burke, director of corporate technology development, commissioned a study of the day-by-day dynamics within these teams (the Lumen and Absorb teams). Using 10 days' worth of electronic daily diaries collected from all members of the two teams, the study reveals rich information about team leader behaviors, team member thoughts and behaviors, team dynamics, and project progress. By summarizing both the diary data and personality data on both teams' members, the study presents Burke with a clear dilemma about enhancing and maintaining motivation and creativity in teams of high-level professionals working on challenging projects under difficult organizational conditions.

Escalating conflict has erupted within the Satera product development team, resulting from the conflicting cognitive styles of the two senior mechanical engineers. The conflict has taken a toll on both project progress and team morale, endangering one of the most important initiatives at Imatron Systems, Inc. After discussing the situation with VP of R&D Rick Levinger, team leader Gary Pinto realizes he must take decisive action. This case presents a profile of the company, the team, the Satera project, and the team members, focusing on Pinto and the dueling engineers. Through a detailed description of their vastly different problem-solving preferences, and the interactions in which those differences become most apparent, the conflict presents a common problem that managers must face when working with creative people on creative projects.

Supplements the (A) case.