A key question in research on teamwork is how performance can be maximized and what aspects of team dynamics and the collaborative process underlie it. Previous research has shown that when team members working together toward a common goal experience flow together (team flow; optimal experiences that occur simultaneously at the individual and team levels, with deep focus and intrinsic motivation to perform an activity), the team’s performance improves significantly and team members experience many positive outcomes at both the individual and team levels. Further developments have led to a model of team flow and a way to measure this construct, as well as qualitative results within business teams that confirm how the elements of team flow work together to generate positive experiences and improved performance.

This study adds practical value to research by providing a proof-of-concept for an intervention that promotes team flow in business teams. This cross-case study of 15 teams within five different organizations uses the Team Flow Monitor as a barometer of team health and dynamics, which in turn serves as the centerpiece of an iterative intervention protocol to lead and guide teams in focused self-reflection. This can initiate positive cycles of improvement in dynamics and performance.

In addition to a significant amount of qualitative data confirming the effectiveness of the intervention in helping teams overcome obstacles and experience more team flow, quantitative analysis of scores on the Team Flow Monitor showed a mean increase in team flow scores during the intervention (Cohen’s d = 0.6). Implications for translating team flow research into practice settings are discussed, as well as further potential applications of the Team Flow Monitor.