Currently, team supervision in doctoral studies is widely practised across Australian universities. The interpretation of 'team' is broad and there is evidence of experimentation with supervisory models. This paper elaborates upon a taxonomy of team modes and power forms based on a recent qualitative study across universities in a number of states and territories in Australia. Team modes, described as de facto dyad, segmented and collaborative are defined, explained and presented in diagrammatic forms. Team modes are understood as being fluid, oscillating along a continuum according to particular contextual factors such as thesis stage and personal/professional circumstances of team members. Operating parallel to team modes are forms of power, defined as "power to," "power over" and "power with." The article concludes that to maximise collaborative knowledge making within team supervision it is necessary to background social status. As the performance of social status is diminished the focus of the team endeavour is the creative exchange of ideas, creating "power with." The intention of this article is to provide more information to supervisors and doctoral students on team structure so that the needs of all parties might be met more reliably and productively during the intense and sustained period of thesis production.