The economic downturn has left many organizations “flatter.” There are fewer levels of management, fewer employees, and those who remain are often suffering from low morale, lack of trust, and lack of “ownership” of the work at hand.
One solution is the (careful) adoption of self-directed teams. When implemented properly they can greatly benefit the organization and employees alike.
Managers, supervisors, team/group leaders, and other professionals interested in implementing self-directed teams.
- Increased employee ownership and accountability.
- Faster, more complete responses to customer service issues.
- Supervisors freed up to teach, coach, develop and facilitate.
By the end of this program, you will be able to:
- Explain what self direction means.
- List the advantages of self direction.
- Explain what is required of the organization in order to support self direction.
- Describe the team characteristics needed for self direction to succeed.
- Outline the specific steps involved in the implementation of self-directed teams.
- List common barriers to effective self-directed teams and how to avoid them.
- Develop an action plan for developing a self-directed team pilot program.
1. The meaning of self-directed teamwork
- Self-direction in practice
- Self-direction in models
- The self-direction continuum
2. Advantages of self-direction
3. Organizational readiness for self-direction
- Essential supports
- Assessment of organization readiness
- Planning for self-direction
4. Team readiness for self-direction
5. Leadership and the self-directed team
–Leadership roles direction
6. Implementing self-direction
- Getting buy in from the team and the organization
- Getting started and just-in-time team training
- Planning initial steps
- Guiding the implementation process
7. Avoiding common dangers and pitfalls of self-direction
8. Action planning for a self-directed team test run