~uring the last decade of the Twentieth Century， nearly every company
in North America caught the team bug. If the hype was to be believed， work-
place teams would solve virtually every corporate problem， ratchet up qual-
.it}，， increase productivity and profits， improve organizational culture， and
cure the common cold. Teams were good. Teams were in. Hierarchy was bad.
Hierarchy was out.
Try this thought experiment: The boss comes back from a conference
(always a dangerous thing) carrying a big binder they handed out at the con-
ference and announces that the organization is going to \"institute teams?
Clearly he or she expects everyone else to share the zeal and， so， forms an
executive team to plan the \"teaming effort?
Soon， teams are being formed across the company. There s a big kickoff
meeting or videoconference broadcast. An eye-catching logo and clever motto
are flashed on the screen and emblazon the T-shirts， baseball caps， and but-
tons that are distributed to everybody in the company.
The training department gets into the spirit and training classes， Web
sites， manuals， and posters are popping up all over the place. There are teams
meeting everywhere， employees carrying notebooks， gathering data and mak-
ing presentations to management with their proposals.
It s now 18 months later. The posters are gone; the buttons are junk in
the back of that pencil drawer in your cubicle and the word\"team\"--if spo-
ken at an--is whispered or elicits a sneer.
Ring a bell? It would in lots of cubicles and offices across America. So
what happened? Was the idea to try teams a bad one? The answer， I believe，
is a clear and resounding NO! The problem was not with teams. This is a
description of what can happen in atW organizational change effort and isn t
about teams.
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