Introducing teamworking within a bureaucratic maze

Abstract

In an attempt to address the turbulence which characterises their operating environment, many public sector organisations have been seduced by the concept of teamworking. Often this is perceived as offering an organisational solution to the problems presented by government demands for enhanced levels of performance, efficiency and effectiveness. This paper explores the difficulties experienced by one Next Steps agency in its attempt to introduce teamworking within a bureaucratic maze. More specifically, it highlights fundamental incompatibilities between the teamworking concept and the traditional bureaucracy, which has resulted in the existence of a number of potent “trip wires”. It is argued that these trip wires can only be disarmed and the full benefits of teamworking realised by dismantling the bureaucracy.

Citation

McHugh, M. and Bennett, H. (1999), "Introducing teamworking within a bureaucratic maze", Leadership & Organization Development Journal, Vol. 20 No. 2, pp. 81-93. https://doi.org/10.1108/01437739910259181