Criticism of Teams

Not everyone is favorable toward teams the use of teams in the workplace. Just because they have been found useful in other countries, like Japan, does not means that the individualistic culture of the US will use them as effectively. In addition, while most people work, live, and recreate in teams of a sort, US workers have little experience reflecting on and making intentional improvements in working style while they are engaged in it. The president of the Matsushita corporation perhaps said it best: "You Americans have finally discovered the secret to our success--teams. But we will still win [this economic war]. You think all you need to do is to put people in groups. We know that is only the beginning." The following are some of the complaints and concerns people have about teams:

• The American culture emphasizes rugged individualism and independence. Rewards, recognitions, and promotions have been traditionally given to individuals. Won't teams interfere with worker motivation or undermine individual efforts?
• We talk about moving teams down to the front lines of the organizations where people do the work. And teams require a high amount of reflection, conceptual understanding, and interpersonal communication. A large number of blue-collar workers do not have or do not value these behaviors.
• Teams are usually organized when there is a need or problem that requires an immediate solution. If teams require time for team building in order to become really effective, how can we afford not getting to the problem sooner?
• Teams are just another management fad. We spend millions each year on these fads like people spending as much on weight control--usually to no effect. How do we know that teams are really going to work and not just be another diversion?
• Group think is when a team becomes so cohesive that its decision making becomes arrogant and impaired. In traditional organizations the person at the top can be identified when a poor decision is made; how can that be done if everyone is involved--who's accountable?
• A lot of group training involves "touchie-feelie" human relations exercises to help workers develop empathy, communicate more openly, express feelings, and be sensitive toward others. I'm a (fill in the blank), I don't need that kind of stuff. I just want to do my job.
• I was hired on as (fill in the blank). Now you want me to make decisions, set schedules, evaluate performance, hire new workers, etc. That's what managers and human resources got paid to do--you gonna pay me at that level of responsibility?