Ken: Based on work in healthcare with SDWT's I think you have some issues
to resolve for completely the leap to full self-directedness.
* Roles and responsibilities need clarity, especially if you are going to
do each others performance reviews.
* SDWT's require the same three branches of government as political
governments do: Legislative (policy, procedures, strategic planning),
Executive (making sure the procedures are pformaed and all the
housekeeping chores get done), and Judicial (what do you do with the
people who break the rules?). Hopefully, you can perform these better than
political governments have been doing.
* Because of this, 'mission statements' take on the character of
'constitutions'.
* I have also found that the boundaries of 'self-directedness' and
authority, and the relationship with 'senior management', also require
clarity. Nothing will destroy the credibility of the effort more than a
team making a decision that senior management considers in *its* purview.
* The team needs to go beyond 'team building' and evaluate and - where
necessary - modify its culture. You need to identify what Aygiris calls
'theories in use', and compare them with the stated theories of how the
team operates. The Fieldbook is good for this.
* Finally, patience is required. As I am sure you have found in your
development so far, these things do happen well overnight. 'Make it so,
Number One' is great for the Star Trek fans but miserable for a SDWT.
Good luck.
Bob Luttman
Principal, Robert Luttman & Associates
* 50 Keith Street * West Roxbury, MA 02132
Phone/Fax: 617.327.6253 * email: rluttman@zork.tiac.net *
Web: http://www.tiac.net/users/rluttman/RLA.html
Consultants in organizational assessment, measurement, and improvement
--rluttman@zork.tiac.net (Bob Luttman)
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>