You may also tie profit-sharing or other compensation to consequences of team performance in a meaningful way. Holding a team accountable, and giving them the means to hold individuals within the team accountable, is also a very powerful thing. Teams who nominate one another for promotions or who can nix or hold a promotion or raise based on performance tend to take the responsibility seriously and do a much more thorough and efficient job of these functions than someone detached from the individuals day to day performance. Give it Time Outline a specific time period, with expectations and outcomes. Indicate to the company that a performance system or policy change will be tested for six months, and you expect a measurable outcome with consequences.
Cultural changes require time.
Teamwork is a time-intensive process at the front end. Command and control environments may seem much more efficient in the short run, because there are no decisions to be made 'down the line,' roles are predefined, and there are no questions. Teamwork takes time for everyone to work through the questions and alignments, to settle into working relationships, and get down to work. However, in almost every case you end up with a more stable, highly-functioning group in the long run. It is possible to move to a team environment without losing control of your company.