Emil O W Kirkegaard

1/ In software development (my experience is that) small teams are more likely to disrupt, not simply because they are small, but...

2/ Partially b/c the environments where small teams are more likely to form tend to be different than the environments where large teams are more likely to form. And partially b/c the types of individuals that are attracted to each environment tends to be different in aggregate.

3/ A smaller team with a process-driven, controlling Project Manager probably isn't going to be doing much or any disruption. But many smaller teams don't have Project Managers. Which tends to give the individuals on the team more freedom.

4/ More freedom for each member of the team can allow for "exploration" (and not just "exploitation") (in the The Exploration-Exploitation Dilemma sense of those words).

5/ A process-driven, controlling Project Manager (in my experience) would tend to discourage, try to prevent, and punish any attempts at "exploration" (in the The Exploration-Exploitation Dilemma sense of those word).

6/ Project Managers tend to be (virtually) all about "exploitation" (rather than allowing any "exploration") (in The Exploration-Exploitation Dilemma sense of those words).

7/ Also larger teams are more likely to form at big companies. Big companies tend to attract a certain type of individual. Smaller teams are more likely to form at small companies and startups. Small companies and startups tend to attract a certain (different) type of individual

8/ In a big companies, on big teams, it is easier for the incompetant, and low(er) skilled to hide. In a small company or startup it is brutally obvious if someone isn't pulling their own weight, is incompetent, or low(er) skilled.