These two models are not necessarily contradictory to each other. In fact, Chang, Bordia and Duck (2003) found that both models complement each other. They observed project teams which followed both a punctuated equilibrium and a linear progression. In other words, at the midpoint transition Chang et al. (2003) argued that the punctuated equilibrium model described changes in a team's time awareness as well as changes in its task activities over time. The linear model on the other hand describes changes in a team's structure and process along both task and socio-emotional dimensions. In other words, teams steadily increase attention to time as deadlines near, rather than sharply increasing attention at the midpoint. One limitation we need to keep in mind with these team development models is that they are quite descriptive and sometimes oversimplified.
However, when planning to implement a significant change in a team, a change agent can use the linear model to build trust and effective processes early in the team's life. Second, when the team is facing a period of procrastination or inertia the change agent can create some instability (e.g. replacing a team member) to force the team to re-examine structures and processes. Once changes have been implemented, then the linear model can be revisited to facilitate effective work under the new conditions (Chang et al. 2003).