Why Teams Can Fail and what to Do about it: Essential Tools for Anyone Implementing Self-directed Work Teams

Front Cover
Irwin Professional Pub., 1995 - Business & Economics - 196 pages
0 Reviews
Today one in five organizations has implemented (or is in the process of implementing) self-directed work teams. Experts predict that by the end of the century, 40 to 50 percent of all workers will be managing themselves in teams. There's good reason for this trend - teams that work well together can achieve some of the greatest breakthroughs in organizational history. But with the rapid growth in popularity of teams can come failures, and every organization has known those teams that are disorganized, unmotivated, and ultimately, short-lived. Why Teams Can Fail identifies the most common problems faced by high-performance, self-directed teams, offering specific suggestions for spotting and solving the problems and creating teams that really work. This unique troubleshooting guide shows how to: turn fear and intimidation into confidence and motivation; overcome lack of faith and commitment and set positive, reachable goals; and smooth out adversarial relationships and handle the problem of anarchy.

From inside the book

What people are saying - Write a review

We haven't found any reviews in the usual places.


Complacency Weve Done It This Way for Years

17 other sections not shown

Other editions - View all

Common terms and phrases

References to this book

Bibliographic information