INTRODUCTION
When Bad Things Happen to Good Teams
PAUL DAVIDSON had just received permission to work with his team of three engineers on the second version of a software product that promised exciting things for the company.1 The teammates brought in ten more engineers and vowed that this time they would get to include all the features that they thought customers wanted. Paul had just finished a course in continuous improvement and was anxious to apply his new knowledge. This team would meet its deadlines and learn along the way. After working hard to get an elegant design and prototype, the team put together an overall plan, identifying all the tasks and setting achievable delivery dates. The team members committed to the schedule, agreed on ...
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