TITLE : TEAMING UP: MAKING THE TRANSITION TO A SELF- DIRECTED, TEAM-BASED ORGANIZATION.

The work he has done over the course of his career is the basis for all the concepts, skills, and techniques discussed in this book. Any exceptions to this rule will be noted at the time. Often, names, companies, positions, and other identifying data have been omitted in order to maintain client confidentiality. The intention is to share the vision of how an organization embraces and enacts a self-managed team management structure. Darrel's is surely not the only approach, but it is the only one presented in this book!

From the day we first discussed putting his life's work into this book, our mutual respect and interest in each other made for easy collaboration. We agreed that I would take his raw text, flush out research and interview possibilities, and build each chapter from there.

I knew about teams as "the marketing guy." I had read some of the articles about Darrel's work, had seen snippets of it in action, and was able to discuss it in general. But now I am a zealot. When an idea is given voice through strangers who are willing to share their enthusiasm, excitement, and yes, joy in their work, it can become profound.

In researching this book, I heard real stories of the transition to and the difficulties and rewards of self-directed work teams from the people who live in this structure. They showed me a practical way to unleash the vast potential of people in companies, organizations, offices, and workplaces everywhere. Workers want the opportunity to contribute to their organizations in ways not traditionally required, or even requested. There is no other structure for organizations which has the power of self directed work teams.

Listen to the voices of this book. These are people who took time away from their teamwork to talk. According to these clarion voices, the program described in this book has brought a better quality of work life and increased productivity. For these folks, and their organizations, the transition to true teams has given them what they describe as the best work experience imaginable. Yes, there are challenges, and happiness will not be ubiquitous. But this system makes empowered employees and more effective organizations-and that is according to those who have experienced it.

The most expressive statement of the case for self-managed teams came from an interview with three people at Leader National Insurance. They sat by a speakerphone answering questions from a stranger about their life at work. They were open and honest, and explained that they liked things with teams more than without. Of everyone I talked to in the course of preparing this book, Kari Keys, in that conversation, best made the link between the practical and the potential, the most dramatic connection between the life of business and business of life. She said, "A year ago I would have said 'no way' to the team positions. Now I have a whole new outlook. This program with Darrel has helped me in my work life and personal life. I have learned more about me and how things can be if you just allow yourself."

Thank you, Kari, and all the other people who taught me an astonishing lesson; self-directed work teams allow everyone.

Darrel's proprietary program information and techniques are combined in this book with the best of current human resources theory. As a teacher, writer, management consultant, and president of ODT, Inc., I am experienced in making "expert information" available and useful to a wide array of clients. Together, we intend to make the reader a key client, to provide the reader with a comprehensive overview of all the information required to prepare, design, and do Teaming Up: Making the Transition to a Self-Directed, Team-Based Organization.

Howard Bronstein