Researchers have noted the important influence of team capabilities, social relationships, teamwork, and morale in accomplishing their goals (see Individuals: Roles: Implementation Team Members and Individuals: Characteristics) (Spitzer-Shohat et al. 2018; Chan et al. 2011; L. Rogers et al. 2020; Parker et al. 2019; Sarkies et al. 2020), which are encapsulated within Edmondson’s concept of teaming (Edmondson 2012). Working with teams, rather than relying on a “hero-model” where motivated individuals do all or most of the work, is an important ingredient for sustained change (Edmondson 2012; Miake-Lye et al. 2020; Doyle et al. 2013). Edmondson describes levels of maturity in teaming: 1) the need for teaming is recognized; 2) individuals communicate; 3) steps and hand-offs are coordinated; 4) reciprocal and interdependent action unfolds; 4) teams take time and space to reflect; 5) teaming mindset in psychologically safe spaces is adopted (Edmondson 2012).
Strategies to build coalitions and conduct local consensus discussions (key activities in teaming) are among the most frequently recommended strategies to address implementation barriers (Waltz et al. 2019). The original CFIR (Damschroder, Aron, et al. 2009) asserted that any one role cannot function in isolation; relationships between individuals can be more important than individual roles or individual characteristics (Plsek and Wilson 2001).