Teamwork or Mule Team? In Harness at Work

by

Michael Driver

“I am NOT a team player,” Betty made a point to inform me. It was sort of humorous in the way that contrarians can sometimes be funny, in this case especially, given that the company was making a big push for “teamwork.” But it was pathetic if you consider that Betty supervised a staff of fifteen customer service “associates” who truly should have formed a team. And it was ironic because, despite herself, Betty really was the leader of a team, if not a smoothly unified crew.

Some will see this situation—not an uncommon one—and conclude that it is a classic case of old school (Betty was 65) versus modernizing business. A closer look reveals circumstances that are classic, but for reasons that are exactly opposite than the easy assumption of a cursory glance.

Consider Betty. There are millions like her and age has nothing to do with it. These are dedicated workers who perform well in the workplace, who are knowledgeable and who are more flexible than their bosses realize. They desperately want to excel but tighten in response to unnecessary control. These workers feel alienated from their employer and, lacking elbow room, fail to achieve their potential.

Now, take a closer look at the company that employs Betty. It has that well known appearance of a business seeking to be “with it,” to be an updated organization that is on top of things. Underneath, it is that same old Industrial Age management mindset dinosaur that ranges among its employees wreaking havoc and calling it improvement.

This business adopted a concern for “teamwork” because a senior executive attended a conference or some HR flack read a pop business psych book and introduced the idea to management for brownie points. It begins as fake and goes no further.

This business conceives “teamwork” as “associates” in harness being directed by management. Employees see “teamwork” devised by management as workers in harness under the command of a mule driver. The whole excuse for management, its reason for existence, its glory and ultimate objective, is control.

As envisioned by workers free to create and participate, “teamwork” is collaboration and cooperation with leadership provided among themselves as stakeholders. Results are startlingly bountiful and effective.

The problem is getting management out of the way, allowing workers to rise. When this happens, the Bettys of the work world demonstrate that they actually understand teamwork and embrace it as the

conveyance of their own and commonly cherished values.

Copyright © 2015 by Michael Driver

Follow on Twitter: @mdMichaelDriver

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