Case studies of product and process improvements in four work groups were analyzed to determine the extent to which formal planned change processes; ad hoc, emergent change processes; individual activities; and group activities contributed to those improvements. Results showed that (a) improvements were nearly always a reaction to an immediate problem or a suggestion from someone outside the group; (b) the development and implementation of ideas for change usually took place as group members pursued their normal work activities; and (c) individual ideas for change and individual follow through were important. Together these results suggest that a theory of process and product improvements in groups must include reactive, emergent processes; proactive, deliberate processes; and a better understanding of how individual commitment to innovation and change contribute to group success.
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