Team reflexivity has gained increasing research attention as an
effective response to the core challenge of constant learning,
innovation, and adaptation in teams due to changing circumstances. Under
the right conditions, empirical studies have found that team reflexivity
can improve team performance, team learning, team innovation, team
creativity, and team member well-being. Thus, research shows that team
reflexivity is an effective means to improve teamwork and team outcomes.
This book addresses the problem that team reflexivity research is
focused too narrowly on improving these empirical team outcomes while
neglecting the importance of normative principles and values in good
teamwork, such as the do no harm principle. Therefore, this book
proposes that the team reflexivity concept needs broader reframing and
deeper reflection to realize normative principles and values in teams as
a precondition for good teamwork, e.g., do no harm. It further presents
two team reflexivity tools and applies them in the cases of burnout
prevention and speaking up freely in teams to illustrate the point of
this book: Do no harm in teams requires team reflexivity, and vice
versa, team reflexivity requires do no harm.