The ethnographic case study reported here analyzed the experiences of a team of faculty from different universities in a technology-intensive project. Team development mirrored Tuckman's model of small group development. Contrary to previous research, the leader did not have higher status than members, and approached the role with empathy rather than aggression. Motivation levels, timeline pressures, inadequate evaluation and rewards, leadership style, need for cohesion and interaction, and importance of trust are reported.

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