In concurrent engineering projects driven by short delivery times, team performance rests on the team’s capability to quickly and effectively handle different, emergent issues. We conducted an exploratory study of a large, dynamically complex project in which team members had a record of “good problem-solving abilities.” The study revealed how the team members demonstrated a collective ability to swiftly handle emergent issues, which again decreased the intensity of time and performance pressure. Beyond formal processes combined with lean practices, supporting this ability were situation awareness, task-based subgroups, direct lines of communication, and trust.

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