Companies are becoming increasingly dependent on teams to drive creativity and innovation, which usually involves multiple teams working together to solve complex problems However, the first problem is that work teams do not always manage creativity and innovation well, especially when partnering with other work teams on highly complex projects that demand greater interdependence and collaboration, which can constitute as much as 90% of today's organizational projects. The second problem is that researchers struggle to define and measure creativity and innovation for the past decade resulting in significant variation both within and between creativity and innovation scales that have restricted meaningful theoretical discoveries and advances. The current study is significant because it introduces a novel instrument derived by John Turner that measures team creativity and innovation processes as a single unit, thereby raising the level of theoretical sophistication and leading to better practical applications. After conducting factor analysis, the current study validates six factors, including 36 indicators, and measures team creativity and innovation processes as complex adaptive systems (CAS). The current study recommends deploying the new instrument in other sectors beyond the IT sector and using multilevel techniques that include the individual and executive/organization levels of analysis.