Team self‐assessment: problem solving for small workgroups

Abstract

The “team self‐assessment” is introduced here as an effective mechanism for front‐line supervisors to develop new procedures and process improvements directed at accomplishing strategic, as well as tactical, organizational objectives. It is shown in a handful of organizational environments to be an effective tool for encouraging employee participation in instigating creative ideas and reengineered process approaches. It can be used to address seemingly intractable process issues and repeated errors and is specifically constructed for employment by small workgroups and employee teams with direct responsibility for day‐to‐day line and staff tasks. The team self‐assessment also is shown to contain a measure of consistency with the theoretical and practical principles of the control self‐assessment, Belbin’s^TM team roles, and Anderson and West’s team climate Inventory.

Citation

LoBue, R. (2002), "Team self‐assessment: problem solving for small workgroups", Journal of Workplace Learning, Vol. 14 No. 7, pp. 286-297. https://doi.org/10.1108/13665620210445591