Self-Directed, Self-Managed Teams

Definition - High performance, self-directed teams are the "gold standard." They enable organizational leveling to remove layers of management, flatten the organization, and increase productivity. Members of such teams report higher job satisfaction, increased motivation, and greater work enjoyment. They experience empowerment on the job, more flexibility, and the opportunity to see the results of their efforts in improvements to their organization and in mission achievement.

Challenges - These teams typically take on greater challenges than other teams. However, they also require more training, more resources, and more time to reach effectiveness. Organizations that have succeeded in establishing high performance, self-directed teams consider the investment more than worthwhile.

Results - The U. S. Army Rock Island Arsenal began with quality circles in 1981. These later developed into self-directed work teams and cross-functional process action teams. As a result, the organizational structure was reduced from six layers of management to three. Establishing such teams takes time, training, experience, dedication, perseverance, and willingness to take risks. To build the credibility and trust needed for such change requires a structured approach, involving the entire work force--from the line worker to top management. Such successes are built on informing employees of the "why" before a change is made, publishing the results of the change, and enabling employees to celebrate successes.*

U. S. Army Rock Island Arsenal self-directed teams are highly successful.