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This research work explores the organisational dynamics aspect of a performing product team, of a global organization; to seek out the levers of management action to change and improve performance of their product teams. This phenomenological research, which has a grounded theory approach, is a case study, that of a problem-solving case; to seek out the levers for transformational change in a specific Unit within the organisation. The findings suggests the operating paradoxes at the four levels of operation, showing the interpersonal group level as healthy, organisational structural aspects as healthy; with concern for Team Leader inability for psychological care, mismatch of the coaching profile, non-transparent growth strategy, de-motivating and unacceptable bonus schemes, high level of operating distrust and unclear future.
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