🚀 go-pugleaf

 Clint Pheeney <clint@unforgettable.com  on Sat, 16 Aug 1997 22:55:14
-0400 wrote...

>the organisation where I work (15,000+ employees) is trying to introduce
>teams into the work environment.  One of the difficulties (amongst many)
>I see is that the organisation is traditionally autocratic and
>militaristic.  There are major issues here for managers re controls and
>accountabilities etc.  My view is that teams work best in a 'quality'
>environment, and to try to implement them in an organisation that is not
>committed to quality is doomed to failure.
>
>In my experience teams are inextricably linked to quality.  Whilst
>quality in the workplace can exist without teams, I do not believe that
>teams can operate successfully without a commitment by the organisation
>to quality.  I would be interested in peoples observations and/or
>experiences on this issue.

Hi Clint and All,

IMHO, I feel that the first teams to be formed are going to be frail and
will have a higher probability of failure. The teams must have the
necessary knowledge, responsibility and authority to make the necessary
changes at the work sites. The teams will also need to have a mandate
(charter) from management, in writing,  that authorizes their effort and
clearly tells them their limits.

 I have seen teams develop excellent solutions and get several topedoes
broadside because of trivial organizational politics and power plays.
Worse yet is when this happens in front of a management board - the teams
and their members have difficulty in recovering and the word rapidly
spreads across the organization.

It is very interesting to note that the work force can clearly see when
management is fully behind a project.  The failure of several teams in
succession sends a clear signal to them.

On the other hand, we will also find that all organizations, in one form
or another, have islands of excellence.  In these small enclaves, the
teams will flourish and will be able to make many internal changes but
will be limited in their contribution to change the overall system -
particularly those external factors which impact their performance.

A few observations from an old team member,

Best regards to all,


Gus Fabian
gusfabian@aol.com

Train, empower and support your workers, and their accomplishments will astound
 you.