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“As in real life” This study reports on teamwork within commercial organisations. How do team members experience team life, and which significance do they attribute to it? What are the consequences of these issues for the performance of the team concerned? The central research question study is: “Which particular significance do professionals render to working in a team?” Interviews revealed five themes of most importance to team members: drive, bonding and identification, communication, leadership, inclusion and exclusion. These themes have served as a guideline for further research. After consideration of these explicit themes other patterns become visible, such as the letting prevail of self- interest, the cherishing of a positive self-image and illusions, the performing, existential fears and the exercising of power in order to manage these fears. These are the basic patterns of the interaction, at work at a deeper level below the themes explicitly mentioned by team members. They are not – or only to a small extent – aware of these implicit themes. These themes were no natural subject of discussion. When introduced, the response was denial, disbelief and rejection. Conclusions Eventually the individual’s interest is always a stronger incentive than the team’s interest. Self-interest acts as a guide to the interpretations, even if, within the team, the illusion of communal targets is preserved. Performances (concealed behaviour), striving for hidden interests and limited awareness of ‘what happens’ are the main causes of ambiguity. Performances conceal ‘what is there’: they preserve illusions and create ambiguity. Performances are part of daily life. Therefore team members are not aware of their performances, or the performances in which they partake. Interests define what must be influenced, power defines the performance. Communication is an important means of power. It is used by anyone. Power is thus part of everyday life. Inclusion and exclusion are radical interaction processes. Here power is in the hands of the established members of the team. Successful enterers postpone their self-interest. Inclusion seems a rational process of consideration and selection, but is – just as in general society – directed by the undercurrent. Undercurrent and upper current define the life in teams. Denial or censure of the undercurrent can turn team life into quicksand. The denial itself accumulates the effect: even more items are suppressed. In this way the influence of the undercurrent is reinforced. Undercurrent factors, such as the concealed use of power, interests, (lacking) confidence, rationalisation, fear and emotion condone performing. Ambiguity, performances, power play and illusions are the result. Undercurrent factors erode mutual trust. This very trust is essential for the proper functioning of a team in complex surroundings or with a complicated assignment. Outcome This research shows that team life is just like ordinary life. The attentive beholder can observe the described patterns and processes in every team. Just as in ‘real life’ performances abound. Above everything else, professionals act as human beings, also in a context in which they are expected to act professionally. From these conclusions new ideas about the management of teams are presented in which the undercurrent is paid attention to. Inherent to the prominent role of self-interest the team members are allocated a more defining role in the management of their team.

“As in real life” This study reports on teamwork within commercial organisations. How do team members experience team life, and which significance do they attribute to it? What are the consequences of these issues for the performance of the team concerned? The central research question study is: “Which particular significance do professionals render to working in a team?” Interviews revealed five themes of most importance to team members: drive, bonding and identification, communication, leadership, inclusion and exclusion. These themes have served as a guideline for further research. After consideration of these explicit themes other patterns become visible, such as the letting prevail of self- interest, the cherishing of a positive self-image and illusions, the performing, existential fears and the exercising of power in order to manage these fears. These are the basic patterns of the interaction, at work at a deeper level below the themes explicitly mentioned by team members. They are not – or only to a small extent – aware of these implicit themes. These themes were no natural subject of discussion. When introduced, the response was denial, disbelief and rejection. Conclusions Eventually the individual’s interest is always a stronger incentive than the team’s interest. Self-interest acts as a guide to the interpretations, even if, within the team, the illusion of communal targets is preserved. Performances (concealed behaviour), striving for hidden interests and limited awareness of ‘what happens’ are the main causes of ambiguity. Performances conceal ‘what is there’: they preserve illusions and create ambiguity. Performances are part of daily life. Therefore team members are not aware of their performances, or the performances in which they partake. Interests define what must be influenced, power defines the performance. Communication is an important means of power. It is used by anyone. Power is thus part of everyday life. Inclusion and exclusion are radical interaction processes. Here power is in the hands of the established members of the team. Successful enterers postpone their self-interest. Inclusion seems a rational process of consideration and selection, but is – just as in general society – directed by the undercurrent. Undercurrent and upper current define the life in teams. Denial or censure of the undercurrent can turn team life into quicksand. The denial itself accumulates the effect: even more items are suppressed. In this way the influence of the undercurrent is reinforced. Undercurrent factors, such as the concealed use of power, interests, (lacking) confidence, rationalisation, fear and emotion condone performing. Ambiguity, performances, power play and illusions are the result. Undercurrent factors erode mutual trust. This very trust is essential for the proper functioning of a team in complex surroundings or with a complicated assignment. Outcome This research shows that team life is just like ordinary life. The attentive beholder can observe the described patterns and processes in every team. Just as in ‘real life’ performances abound. Above everything else, professionals act as human beings, also in a context in which they are expected to act professionally. From these conclusions new ideas about the management of teams are presented in which the undercurrent is paid attention to. Inherent to the prominent role of self-interest the team members are allocated a more defining role in the management of their team.