Excel through Group Process.

In this article, the authors describe three antecedents that help groups to be fast, have high conflict, and still get along. These are: creating collective intuition, stimulating task-related conflict, and driving the pace of action. They argue that each of these antecedents consists of a cluster of tactics that shape group process. These tactics are interrelated such that they work with one another, supporting each other and offering synergies in group process. They also describe the pivotal role of the leader in shaping the group process that emerges. The authors assert that a great group process is one that is fast, that includes conflict, and where group members get along. The antecedent conditions discussed include sets of tactics around building collective intuition, stimulating quick conflict, and setting the pace of the group. The authors use research on groups and comparative examples from United States President John Kennedy's cabinet during the Bay of Pigs invasion and the Cuban missile crisis as well as from two entrepreneurial companies.