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Chapter 24. The Self-Directed Team > Getting the Self-Directed Team Underway - Pg. 321

The Self-Directed Team 321 The transition is not easy. You often hear gripes and comments decrying the changes, and expres- sions of longing to go back to the old, safe, and familiar ways, rather than push forward into unknown territory. Some members are assailed by doubt, fear, and anxiety. They are not quite certain how they will fit into the self-directed team. A period of transition is needed to take members through the process of change, enabling them to resolve their doubts and fears. They must redefine their roles, renew their commitments, and re- create their approaches. Once the transition is complete, new beginnings replace old ways. The members are ready to accept their new status. Fear and uncertainty are replaced by confidence and enthusiasm. They become accustomed to the new thinking and new approaches to the work. They see that things they thought were not possible are actually happening. This results in renewed self-confidence, a sense of belonging, and excitement. Their role in the self-directed team is embraced, and they make commitments to ensure its success. Redesigning the Work When work is done by self-directed teams, the concept of breaking a job down into simple repetitive tasks supervised closely by a boss is replaced by a system of production developed by the team empowered with the authority and responsibility to do it. Jobs must be redesigned to give the team member enough leeway to approach them with intelli- gence, innovation, and concern for customer satisfaction.