The maintenance roles help to support the creative side, which is a task that can be high risk at times (Benne & Sheats, 1978). The work that the junior members do in providing support to the creatives while simultaneously challenging them to develop stronger ideas is one of the reasons that the shop's output is so highly regarded.

This group has a significant amount of trust. The different members have built this trust over the course of years and multiple projects. With this trust, however, they are able to be stronger, in particular with task roles. Assumptions are challenged frequently, in particular with regards to the outcomes sought by the customers. The group views this is value added to the customer, by refining a vague customer concept into something that is actionable for the advertising firm.

The high level of trust that the group members have in one another allows for the different members to hand off sensitive work to team-mates. This delegation allows the company to have a greater degree of output than it otherwise would. The efforts are collaborative, but there is no need for all of the group members to work together all of the time. Instead, the group increases its throughput because the different group members trust one another to produce quality work on time.

In part, this stems from the nature of the job -- many of the functions essential to creating a finished work are highly specialized. The team functions well in part because the team members recognize their interdependence, but blend it with a high level of trust. If the trust did not exist, team members would see significantly elevated stress levels because of the interdependence.
Overall, this team functions well because of the high level of trust that has been built, and the willingness of the team leaders to allow others to develop power within the group dynamic. To this, strong problem resolution mechanisms are developed in recognition of the potential communication pitfalls, and this not only helps to build trust but it helps to keep the team focused by emphasizing value of non-verbal communication in the teamwork process.

Works Cited:

Baltes, B.; Dickson, M.; Sherman, M.; Bauer, C.; LaGanke, J. (2002). Computer-mediated communication and group decision-making: A meta-analysis. Organizational Behavior and Human Decision Processes. Vol. 87 (1) 156-179.

Benne, K & Sheats, P. (1978) Shared experiences in human communication: Functional roles of group members. Hayden Publishing.