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

Part 1	Preparing for Self-Directed Work Teams
 
1.	Why Self-Directed Teams! 7
	Why Teams! 7
	Group and Team Taxonomy 10
	Type V-The True Team 17
 
2.	The Concept of Self-Management 21
	Definition of Self-Directed Teams 21
	Readiness Review 23
	The New Human Infrastructure 29
 
3.	Top Management and Self-Direction 31
	Analyzing Systems 31
	Conflicts: System vs. Personality 36
	Endemic and Symbiotic System Conflicts 37
	The Special Case for Managers 39
	Eliminating the Top-Down Mentality 40
 
4.	New Ways to Work 43
	Changing the Communication Patterns 43
	Open Meetings 45
	Shared Leadership 47
	Skip-Level Meetings 48
	Meeting Guidelines, Including the 59:59	Rule 50
	Two Key Issues: Pilots and Consultants 52
 
Part 2 Designing for Self-Direction
 
5.	The Steering Committee 59
	Successful Listening: All the Voices 59
	Selection of Steering Committee Members 61
	Key Considerations: Size. Structure, and Consensus 62
	The Four Tasks 64
	Profile of a Steering Committee 68
 
6.	Assessing the Organization 73
	Assessments: The Last First Step 73
	Everyone and 360-Degree Feedback 76
	Assessing the Environment 79
	Interviews and Employee Perceptions 79
 
7.	Redesigning Work and the Team Concept 85
	A Suppertime Story and Reengineering 85
	Before Design Teams 87
	The Design Team: Techniques and Strategies 91
 
8. The Role of the Team Developer 103
	From Cop to Coach 103
	Who Should Be a Team Developer? 109
	How Should the Team Developer Behave? 112
	How Do the Team Developers Develop?	118
 
9.	Understanding Group Process	121
	The Mechanistic Model vs. the Cybernetic 121
	The Anthropological Context of Teams 125
	Size of the Team 128
	Team Membership and Selection 130
	Interpersonal Processes in Teams 132
 
Part 3 A System for Self-D{rected Work Teams
 
10.	Organizing the Self-Directed Work Team	143
	The Book's Most Important Sentence	143
	Leadership and the Team 144
	The Wheel Concept 145
	Wheel Positions-A List of Suggestions 149
	The Rule 156
	The Team Agreement 157
	Goals, Again 158
	The Team Name 160
	Team Design Revisited 161
 
11.	Training the Self-Directed Work Team  165
	Training Teams 165
	The Learning Team and Its Four Stages 166
	A Dramatic Example 172
	The Sequence Is Important 174
	Who Should Do the Training? 176
	Consequences of Training 179
 
12. Modeling and Communication	181
	"Management Will" and Leadership	181
	Teams and Unions 184
	The Use of Symbols 187
	Finances: A Special Symbol 191
	Communicating Values via the Newsletter	193
 
13. Teaching Teams to Communicate	201
	Tradition and "Aboutism" 201
	The CRAY Feedback System 204
	Facilitators and CRAY 210
	How to Receive Feedback 213
 
14. Hazards of Teams	215
	Misuse of the Process 215
	Bureaucratic Resistance 219
	Compensation and Teams 222
	Storming and Troubleshootlng 224
	The Second Transition 228
 
15. Epilogue: The Future of Teams	231
	The Future of Employee Empowerment 232
	Two Special Cases: Health Care and Government 234
	Government Policies and the Future 239
 
Bibliography 241
Index 245