Inter-team learning LO4841

Rol Fessenden (76234.3636@compuserve.com)
13 Jan 96 00:20:35 EST

Replying to LO4788 where Con Kenny says, "My own experience with
cross-functional teams is that they become polite opportunities for
posturing. Unless the team produces deliverables, the value to
participants and other stakeholders is likely to be small."

My experience has been that deliverables -- clearly defined, and perhaps
conflicting -- are critical. In fact a team without a deliverable may be
a contradiction in terms. However, if a team has a deliverable, and they
have the proper guifance, support, participation, and direction from
management, then they can be a very powerful force.

I have also seen the teams that Con Kenny describes. Again, the proper
guidance from management can cut through that stuff, and move the team
into productive territory. At least some of the time. This is generally
a case of dealing with individual behaviors in the team, and not the team
in its entirety. It may also be the case that some of the personalities
cannot function in any team, or in this team, and these people need to be
replaced.

There is a role for non-team players in any organization. Inability to
function in a team setting is not a fatal flaw. There needs to be room
for the individual contributor. 

--
 Rol Fessenden
 LL Bean
 76234.3636@compuserve.com