How is a creative and efficient innovation work team set up to get the best performance; the best ideas, the best technical solutions, keeping resource use within budget and with the new product in time on the market? Do creative people enhance the creative climate in the work team? Does too much expertise inhibit the creative performance in the group? People acting socially desirable – is that something to consider when setting up a team for creativity and innovation? And who is in control of the group climate; the company management, the project manager or the group members themselves? Some of the theories behind these questions are explored in this work, and a research study tries to get a better view of the relationship between creative potential, expertise, social desirability and group climate in work teams dedicated to creativity and innovation.