Information Bulletin No 13

Self Directed Work Teams

Introduction

It is reported that properly implemented self-directed or self-managed work teams lead to increases in quality and productively.

This can be in the order of 30-40% in most cases.

Approaches

The purpose of self-directed work teams is to empower the participants. Without the management appointed team leader, the members control their own scheduling and quality control. They manage their own work activities within defined guidelines provided by management.

Management, organisational structure, information technology and compensation systems offer support. Each of these will require modification to take account of the differing operational requirements of the self-directed work teams.

The three possible approaches are:

Opportunistic approach. Vacancy leads to creation of team with little research and commitment in a short period of time;
Partial implementation approach. Introduced into one part of an organisation; and
Part of Re-engineering/structural reform. This process offers the best opportunity for success, as it is a well thought through. Design and implementation is detailed in an action plan.

Quotation:

"We all have ability. The difference is how we use it."

Stevie Wonder, Musician

Issues

Before embarking on the course of introducing self-directed work teams, a thorough evaluation of the business and its operations must be undertaken. This would need to take into account the future direction of the business.

Structural change has to occur in conjunction with the moving to self-directed work teams. It cannot be achieved by simply removing the position of team leader from the management structure.

Some of the problems that can be encountered include:

Failure to keep all parties fully informed throughout the whole process;
Poor handling of the redundancy of any existing leaders being displaced by the process;
Inadequate preparation and development before implementation;
Changes to management and organisational structure to accommodate the introduction of the teams are not made; and
Lack of proper training.

The process will only work where commitment is obtained from all levels within the organisation. Inconsistencies between management's words and actions will hinder the process. The benefits to be obtained and timetable for introduction must be clearly documented at this stage.

Involvement of staff from the start will have a significant influence on the outcome.

Quotation:

"When you give your best to the world, the world returns the favour."

H Jackson Brown

The Dynamic Improvements Programme has strategies to assist with this process and its implementation. It requires a thoroughly planned approach that will keep all participants fully informed through communication and training.

Please contact Graeme Alford, Principal Executive/Life Coach, for further information.