On our own team, we found, a lack of hierarchy was actually task-facilitating. Instead of a series and carrots and sticks method of keeping on task, overall team goal accomplishment was stressed, rather than personal performance. Performing

In this model of organizational development, the process of performing was always in our minds, one of the most successful aspects of the team. Quality control was maintained through feedback loops between team members. For our team, the project of data-gathering was evaluated on a daily basis, with an eye upon the implementation or reporting phase.

Innovation is built into the process of constant team organization and reorganization, collaboration, and reformation, rather than resulting power-plays or a crisis. With frequently reorganized and diverse teams, members of the organization must get to know one another well across horizontal and vertical leadership chains, and everyone gets a chance to play different roles...

This would further underline the philosophy of collaboration and keep the focus upon continuous improvement, in the spirit of putting the good of the company above the fate of individual egos.
Works Cited

Chang, Yue Cathy; Johnson Wu, & Scott Roodvoets. Kaizen-Teian Improvement Systems

Module 10.1. Presentation for: ESD.60 -- Lean/Six Sigma Systems

MIT Leaders for Manufacturing Program (LFM). Summer 2004. May 6, 2009.

http://ocw.mit.edu/NR/rdonlyres/Engineering-Systems-Division/ESD-60Summer-2004/80F5F791-0F1C-43C4-8840-F6C703C65397/0/10_1kaizen_wu.pdf

Whetton, David A. & Kim. S. Cameron. Developing management skills. Prentice Hall, 1993.