From the ladder to the matrix
Teri Adams, Jo Ella Coles, Pat McGregor · 1993
Self-directed teams are responsible for the "whole" work process or segment that delivers a product or service to an internal or external customer.They are responsible not onlyfor getting work done, but also for managing themselves.To varying degrees, team memberswork together to improve their operations and handle day-to-day problems.Although self-directed teams demonstrate classic teamwork, they're much more than simply a collection ofgood team players.For one thing, they have more resources at their command; a wider-range of cross-functional skills within the team itse!f, much greater decision-making authority and better access to the information they need for making sound decisions.The Information Technology Division at the University of Michigan is beginning to explore self-directed work teams.One group offifteen employees is in the early stages of organizing itself into eleven cross-functional teams.The Departmental Data Networking (DDNJ group grew out of a larger Network Systems reorganization.Management saw a natural opportunity to formalize what were essentially three independent work teams that supported AppleTalk, Banyan VINES, and Novell Netware, the three major LAN-based technologies used on campus, As the reorganization progressed, staff members began to highlight existing tension between these groups such as competition for resources, concerns about being pigeon-holed, and zuory that the organization wasn't positioning itself well to address interoperability issues andfuture networking trends.Stafimembers provided management with an alternate plan that consisted of a matrix offiae technology -based project teams -AppleTalk, IF', Netware, Remote Access, VINES -and six .fnnctionalteams Consulting and Troubleshooting, Departmental Analysis and Planning, Marketing, Network Management, Product Evaluation, and Training.Staff members generally serve on four teams, which means they gain knowledge and have access to expertise about more than one technology, and that fnnctional knowledge is shared among teams.Additionally, staff members meet regularly as the DDN to determine priorities and to set the direction for overall team formation.The process of implementing self-direct teams is complex and can 'f be done overnight.Some say a full-shif to team self management can take as long as five years.This paper will look at some of our early issues -what will the DDN look like, how will rue set along, iow do zue make decisions, how do we get all the work done, what do we do about breadth versus depth, what do we have control over now versus what will come later, evaluate our progress, and highlight some of the training and resources we have developed.