Barriers to the development of self‐organizing teams

Abstract

We studied the barriers to the development of self‐organization in three teams by means of questionnaires and observations. We found that the level of self‐organization pertaining to “routine work” is rather high. With respect to “machine‐related tasks”, the opportunities provided by the maintenance support group, and the complexity of some of these tasks are the main barriers to delegating more of these tasks. “Shift‐related tasks” are delegated to the team, but actually are done by the group coordinator only. “Communication tasks” have not been delegated to the teams, although the need to do so is high. Barriers lay in the shift system and in the skills of the workers. With respect to “sophisticated tasks” and the “tasks directed to the environment”, we conclude that the requisite of delegating them to the team is low. A moderate level of participation, however, seems appropriate here.