Team-Based Workforce I Understand the Objections You

¶ … Team-Based Workforce I understand the objections you have raised, regarding the creation of a team-based workplace. However, as well as the potential problems you are concerned about, consider the old adage that 'the true definition of insanity is doing the same thing again and again, while expecting different results.' Sales are flat and a new sense of energy is needed to invigorate the company. Using workplace teams will create a sense of community and solidarity amongst employees.

One of the problems with salespersons in particular is that they view their work as an individualized effort, rather than a team effort. Working as a team rewards them for how well they perform in the service of others, not just how they shine alone. Teams will be rewarded 'as a team' rather than for the performance of individual members. This will create cohesiveness in a volatile workplace environment, where people often shift jobs quickly.

Teams can generate new ideas when they work together that individual employees might not be able to generate alone, through brainstorming (Building blocks for teams, 2011, Penn State). Teams are based on the belief that many hands make light work. Teams create synergy, and demonstrate the concept that the group is worth more than the functioning of its individual units. This is why the teams must be structured so that they are all composed of individuals with different strengths and talents, as well as unique yet compatible personality profiles.

Performance reviews and previous jobs will be used to compose small, multi-dimensional teams that will be able to work together, using different strengths, experiences, and viewpoints. Each team will have a team leader, but the leader will take a less proactive role as the team becomes more of an autonomous unit. It has been said that every group goes through a process of 'forming, storming, norming, and performing' (Forming, storming, norming, and performing 2012, Mind Tools).

During the forming stage, the team will be more dependent upon the group leader for direction and a sense of purpose. Once the roles and the responsibilities of the team are clear, the team needs less guidance from the leader, and can be more autonomous. However, the leader should still schedule regular meetings, to ensure that the team is not 'off track.' Short-term as well as long-term goals should be established, to ensure that the team remains focused.

Short-term goals give members a sense of reward and accomplishment and make them more motivated to reach larger goals and objectives. Regarding the problem of 'social loafing,' rewarding teams as teams rather than individuals with bonuses, recognition, and promotions will encourage team members to make a strong investment in the performance record of the team, and more active members will urge weaker members to complete tasks and generate output, because of what is at stake (Straker 2012).

Giving team members individual tasks that are part of the larger whole to which they are held accountable within the team will ensure that social loafers cannot 'blend in' like chameleons with the hard work of others (Straker 2012). Using teams is the way of the.