The late Richard Hackman’s research into teams showed that superior teams tended to be very stable; they work together for a long time, getting to know and trust one another. Switching people in and out didn’t make them more creative—it was disruptive and dangerous: newness was a liability. Shuffling roles within a stable team produced enough change, while preserving the value of familiarity that develops from working together over time.
Margaret Heffernan: Beyond Measure: The Big Impact of Small Changes