Abstract
Purpose. The purpose of this study was to describe the transition process from the perspectives of a learning organization when moving from a hierarchical organizational structure to a working team concept in a large corporation. A further purpose was to study the impact of this change process upon the corporation's climate, culture, operating expenses, productivity, and interpersonal relationships. Methodology. A case study design was used to describe the activities of five teams within Southern California Edison, all of which had discrete management, completed identical team training, and were accessible. The teams were observed by trained researchers over a period of three months. Interviews and artifacts were gathered to support observations. Findings. The teams were observed implementing many aspects of the team training including assigning team member roles, using consensus decision making, using structures and techniques taught in the courses, using the team chartering methods, and the recommended management structure of teams. Team sponsors were observed to be having difficulty with implementing the new role of sponsor, and with using empowerment. The role of the third party, unbiased facilitator was observed to influence the team's behaviors and growth. Team members, leaders, and sponsors stated that their interpersonal relationships and communication skills have improved through the implementation of team theory. No team has experienced a direct cost/benefit from the team work, but several predict significant financial gains from their work as a team. Conclusions and recommendations. The observed teams are in the process of implementing the theories and practices from the team training. Sponsors are having difficulty with implementing empowerment, and should be given substantial support. Facilitators are being used appropriately and extensively and should be used in all teams. The teams experienced improvements in their interpersonal relationships and their communication abilities while implementing team theories. Organizations wanting to make improvements in these areas should investigate using teaming to do so. It is too early in the team implementation process to determine if there is a direct cost/benefit to the team's work.