| Foreword | p. ix |
| Preface | p. xiii |
| Acknowledgments | p. xvii |
| Introduction | p. 1 |
| The Fable | p. 1 |
| The Mission and Plan | p. 3 |
| Preparing for Self-Directed Work Teams | |
| Why Self-Directed Teams! | p. 7 |
| Why Teams! | p. 7 |
| Group and Team Taxonomy | p. 10 |
| Type V--The True Team | p. 17 |
| The Concept of Self-Management | p. 21 |
| Definition of Self-Directed Teams | p. 21 |
| Readiness Review | p. 23 |
| The New Human Infrastructure | p. 29 |
| Top Management and Self-Direction | p. 31 |
| Analyzing Systems | p. 31 |
| Conflicts; System vs. Personality | p. 36 |
| Endemic and Symbiotic System Conflicts | p. 37 |
| The Special Case for Managers | p. 39 |
| Eliminating the Top-Down Mentality | p. 40 |
| New Ways to Work | p. 43 |
| Changing the Communication Patterns | p. 43 |
| Open Meetings | p. 45 |
| Shared Leadership | p. 47 |
| Skip-Level Meetings | p. 48 |
| Meeting Guidelines, Including the 59:59 Rule | p. 50 |
| Two Key Issues: Pilots and Consultants | p. 52 |
| Designing for Self-Direction | |
| The Steering Committee | p. 59 |
| Successful Listening: All the Voices | p. 59 |
| Selection of Steering Committee Members | p. 61 |
| Key Considerations: Size, Structure, and Consensus | p. 62 |
| The Four Tasks | p. 64 |
| Profile of a Steering Committee | p. 68 |
| Assessing the Organization | p. 73 |
| Assessments: The Last First Step | p. 73 |
| Everyone and 360-Degree Feedback | p. 76 |
| Assessing the Environment | p. 79 |
| Interviews and Employee Perceptions | p. 79 |
| Redesigning Work and the Team Concept | p. 85 |
| A Suppertime Story and Reengineering | p. 85 |
| Before Design Teams | p. 87 |
| The Design Team: Techniques and Strategies | p. 91 |
| The Role of the Team Developer | p. 103 |
| From Cop to Coach | p. 103 |
| Who Should Be a Team Developer? | p. 109 |
| How Should the Team Developer Behave? | p. 112 |
| How Do the Team Developers Develop? | p. 118 |
| Understanding Group Process | p. 121 |
| The Mechanistic Model vs. the Cybernetic | p. 121 |
| The Anthropological Context of Teams | p. 125 |
| Size of the Team | p. 128 |
| Team Membership and Selection | p. 130 |
| Interpersonal Processes in Teams | p. 132 |
| A System for Self-Directed Work Teams | |
| Organizing the Self-Directed Work Team | p. 143 |
| The Book's Most Important Sentence | p. 143 |
| Leadership and the Team | p. 144 |
| The Wheel Concept | p. 145 |
| Wheel Positions--A List of Suggestions | p. 149 |
| The Rule | p. 156 |
| The Team Agreement | p. 157 |
| Goals, Again | p. 158 |
| The Team Name | p. 160 |
| Team Design Revisited | p. 161 |
| Training the Self-Directed Work Team | p. 165 |
| Training Teams | p. 165 |
| The Learning Team and Its Four Stages | p. 166 |
| A Dramatic Example | p. 172 |
| The Sequence Is Important? | p. 174 |
| Who Should Do the Training? | p. 176 |
| Consequences of Training | p. 179 |
| Modeling and Communication | p. 181 |
| "Management Will" and Leadership | p. 181 |
| Teams and Unions | p. 184 |
| The Use of Symbols | p. 187 |
| Finances: A Special Symbol | p. 191 |
| Communicating Values via the Newsletter | p. 193 |
| Teaching Teams to Communicate | p. 201 |
| Tradition and "Aboutism" | p. 201 |
| The CRAY Feedback System | p. 204 |
| Facilitators and CRAY | p. 210 |
| How to Receive Feedback | p. 213 |
| Hazards of Teams | p. 215 |
| Misuse of the Process | p. 215 |
| Bureaucratic Resistance | p. 219 |
| Compensation and Teams | p. 222 |
| Storming and Troubleshooting | p. 224 |
| The Second Transition | p. 228 |
| Epilogue: The Future of Teams | p. 231 |
| The Future of Employee Empowerment | p. 232 |
| Two Special Cases: Health Care and Government | p. 234 |
| Government Policies and the Future | p. 239 |
| Bibliography | p. 241 |
| Index | p. 245 |
| Table of Contents provided by Syndetics. All Rights Reserved. |
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