Self-directed Work teams

1. Self-directed Work teams How many versus how well Ian Grigor University of Leeds

2. Aim To investigate the concept of self-directed teams Ian Grigor University of Leeds

3. Objectives ·To analyse the thinking behind the development of self-directed teams · To compare and contrast self-directed teams with other management/leadership styles · To analyse the dynamics of team formation Ian Grigor University of Leeds

4. What are self-directed teams? ·They are co-operative communities of workers who adopt a collaborative model of management/leadership · They differ from the (perhaps!) more traditional “boss-worker” model Ian Grigor University of Leeds

5. What are self-directed teams? • They arose from the “QUALITY” revolution that swept (predominantly) Japan, during the 1980s · Their focus is to achieve dramatic results within short time-frames (SMART) · Their activity appears chaotic to outsiders (contrast with Tuckman’s team building theory) Ian Grigor University of Leeds

6. What are self-directed teams? · They achieve 75% of their results in the last 25% of their allotted time spans (subtle variant on the Pareto Principle?) · They achieve more (outcomes) with less (resources) Ian Grigor University of Leeds

7. What is their “claim to fame”? · It is asserted, by exponents of self-directed teams that they enable complex projects to be completed:- more quickly…and more effectively…with greater worker satisfaction and, therefore, lower attrition/absenteeism rates…due to the belief that the collective brainpower of a team exceeds that of any manager… (comments, please!) than more traditional approaches Ian Grigor University of Leeds

8. What is the evidence to support this notion? • Rise to economic dominance (briefly) of Japan (there may, therefore, be a strong hint to consider, here!) • Leading-edge organisations, in the west, e.g. “Federal Express” ( the overnight delivery service) still uses this approach • “Change”, particularly in quality enhancement, is often created and effected by self-directed teams Ian Grigor University of Leeds

9. What factors would support this approach? · Mutual/peer respect and trust · Shared vision · Shared reward schemes · Freedom to constructively criticise current processes and procedures Ian Grigor University of Leeds

10. What factors would support this approach? • Team independence, from other teams • Team self-sufficiency • Empowerment • No blame culture Ian Grigor University of Leeds

11. Just a word of warning! It is all too easy for organisations to term their teams “self-managing” while not giving them meaningful information or decision-making power! Ian Grigor University of Leeds

12. Questions, for group feedback, about self-directed teams What might happen if a self-directed team becomes stifled, frustrated or just plain lost? Ian Grigor University of Leeds

13. Questions, for group feedback, about self-directed teams What potential problems might you consider, in respect to the ease with which self-directed teams introduce change? Ian Grigor University of Leeds

14. Questions, for group feedback, about self-directed teams What potential problems do you envisage with regard to self-directed teams working independently of other self-directed teams? Ian Grigor University of Leeds

15. Questions, for group feedback, about self-directed teams It is claimed that self-directed teams promote independence, self-sufficiency and competitiveness at the expense of shared goals and collaboration – discuss, with particular relevance to the healthcare sector Ian Grigor University of Leeds