Despite the abundant research regarding individual-level feedback, few studies examine team feedback, particularly the relationship between team feedback reactions and organizational performance. Through a field study and a lab study, this paper examines two reactions to team feedback, blaming and strategizing, and their relationship to team performance. Study 1 showed that both blaming and strategizing occur in about 1/3 of team feedback meetings in an international sample of teams. Blaming was found to negatively correlate with productivity improvement (r = -.59), whereas strategizing was found to positively correlate with productivity improvement (r = .33). Study 2 was a lab study conducted to address the limitations from Study 1. The results from Study 2 were mixed. These results suggest further research is warranted.