This presentation will address the resistance found among knowledge workers to team development and empowerment programs which have produced success for manufacturing teams. Because knowledge workers are different than manufacturing workers, the methodology of team development must take these differences into account. When empow-erment programs are customized and based on research, knowledge workers can obtain results comparable to those of manufacturing teams. The results are spectacular.
Teamwork changes how employees relate with each other.
Respect and open, two-way communication is increased. The improved interpersonal relations create a framework which enables all team members to consider and suggest creative ideas for solving problems and improving work processes. Culture clash can occur when manufacturing team members from this more open and innovation-oriented culture interact with knowledge workers who have not experienced teamwork. Whatever their motivation to pursue knowledge team self-management, managers often hit a brick wall of resistance. Research addresses the first point by showing definitively that teamwork development brings about real business results for knowledge workers.