For over 13 years, I have been fascinated by the concept of ‘flow’ and harnessing the ability to consistently tap into it. Why? Because when I experience flow, I feel genuinely happy, create effortlessly, and become fully immersed in the present moment, bringing joy and fulfillment.

Recently, I was asked, “Can teams tap into flow, and how can they sustain it?” I love this question. Initially, I found myself explaining the conditions of individual flow to team experiences, which sparked my interest in researching Team Flow.

Imagine teams experiencing what is felt in flow— a state of bliss. Envision the collective force, collaboration, co-creation, joy, and happiness they could achieve. Therefore, I avoid the term ‘high-performing teams’ because it tends to focus more on goals and KPIs, thus detaching the team from present enjoyment due to performance pressure, which can hinder the flow experience.

Unfortunately, studies on ‘Team Flow’ are limited. Most flow research focuses on individual experiences of complete absorption in a task or artistic ensemble levels, reflecting a group gestalt experience. However, team flow in work environments, where teams do differ from performance groups, has not been extensively studied or reported.

Keith Sawyer, a pioneer in this field, defines group flow as “a collective state that occurs when a group performs at its peak abilities” (Sawyer, 2003, p. 167).  His work mainly involves performing arts groups, such as jazz bands and improvisational theatre companies.

So, what about corporate teams?

Enter the work of van den Hout (2016), who focused specifically on team flow within business organisations. Van den Hout defines team flow as “a shared experience of flow during the execution of interdependent tasks, stemming from optimized team dynamics and characterized by seven prerequisites and four characteristics.”

The first key aspect of this definition is the “shared experience,” meaning individual team members simultaneously and collectively experience flow while executing tasks for a common purpose. 

In my work I have experienced this first hand! A compelling and inspiring team purpose was crucial for accessing this state.

Another important element is the “interdependency of tasks,” naturally arising from interdependent roles. In my experience, high trust and expertise across complementary areas were able to bond us as a ‘dream team’. 

The third critical element is “optimized team dynamics.” For a corporate team, this means working towards optimizing interactions through team coaching sessions and deep self-awareness—understanding strengths and weaknesses. This process requires openness and vulnerability. Using practical tools like Belbin Team Roles adds immense value by providing a common language to understand behaviors in service of a greater purpose.

I recognize ‘Team Flow’ as an essential for sustainable, thriving teams. These teams consciously create environments where members can individually and collectively thrive.