Money saved because of process improvements was often shared with the employees through gainsharing programs. Another interesting dynamic here is that employee gainsharing programs in many state governments are illegal. Yet, the previously referred to, Sunnyvale, California, overcame that outmoded way of thinking and instituted a program for their teams at the local level. No one gets rich, but a few extra dollars based on surpassing quantifiable goals and outcomes which in turn saves many tax payer dollars, testifies to their success. The final section of this article certainly deserves discussion.
Many unique differences are evident between the bosses from the private sector and the government.
In addition to satisfying special interest groups, government leaders are also driven by their desire to get reelected. This can affect, at times, the clarity of their decisions. Thus, it is imperative for teams to understand these inherent differences in leadership and communicate openly to maintain a uniform philosophy and avoid surprises. Furthermore, good team structuring centers on being proactive instead of reactive . In summary, teams in the public sector will face some unique challenges that private sector teams typically do not experience.