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The Destructive Impact of a Positive Team-Building Intervention
A team-building intervention took place in a public agency and focused on an associate director plus 9 first-line supervisors who were responsible for line operations. The specific intervention was a ''perception-sharing'' or ''3-dimensional-image'' design. Li...
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Published in: | Group & organization management 1981-03, Vol.6 (1), p.45 |
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Main Authors: | , |
Format: | Article |
Language: | English |
Subjects: | |
Online Access: | Get full text |
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Summary: | A team-building intervention took place in a public agency and focused on an associate director plus 9 first-line supervisors who were responsible for line operations. The specific intervention was a ''perception-sharing'' or ''3-dimensional-image'' design. Likert's Profile of Organizational and Performance Characteristics and Friedlander's Group Behavior Inventory were used to measure the effectiveness of the design. After the intervention, the director and the supervisors were able to work as a unified team. However, problems of resentment developed with various subordinates. Some of them were terminated. The organization climate sharply deteriorated. Several conclusions can be drawn from this experience: 1. A team can be too strong. 2. Team members should be able to re-enter the organization effectively. 3. Problems with subordinates can be solved in team-building sessions. 4. A strong team does not guarantee a positive effect on the organization. |
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ISSN: | 1059-6011 1552-3993 |
DOI: | 10.1177/105960118100600105 |