Organizational Change at the Team Level: The Dynamics Of High Performing Self-directed Work Teams From A Learning Organizational Perspective

摘要

This paper describes a model that explains the changes workers go through in formationand evolution of self-directed work teams (SDWT) over a six year period. The formationphase is characterized by major increases in worker commitment to the team concept.Upper management has to convince workers that the company will give them the freedomand resources to function as a SDWT. Once the team comes into existence, another set ofprocesses dominate. The model describes the tradeoff between being empowered to setwork intensity and worker accountability. High performing teams may seek externalresources to raise the performance bar, through internal pressure to excel. Raising thebar generates burnout as an unintended consequence. However, high performing teamscan be relatively immune to burnout. The model hypothesizes that loop processes,associated with team spirit and zeal for the job, appear late in the game to ameliorate theeffects of burnout.