`This is an exceptional book. It tempted me to throw out most of my collected works on the management of change, because the author has somehow succeeded by including almost every aspect of educational change that any practitioner would wish to consider....Overall this is a very stimulating book. It is packed with information and the ideas and concepts contained could pack a school development plan for many years' - School Leadership and Management The theories and practices from the literature on business, manufacturing and commerce which inform principles for managing change in education are identified in this book.The author shows how the complexity of change can be addressed effectively. O
Chapter 7: Teamwork
The argument has been made throughout the book so far that teamwork is a powerful contributor to the success of a company, and indeed the chapter on Japanese business practices placed teamwork as one of its cornerstones. Katzenbach and Smith (1993b: 211) and Wickens (1995: 64–5) suggests that teamwork breaks the former Taylorist mentality by rejoining conception and execution (thinking and doing) and, thereby, bringing the ownership that control over productivity brings (see also Peters, 1987: 164–5). Peters (ibid.: 296) also suggests that it is the medium-sized and largely semi-autonomous and self-managing team that should constitute the main building block of the successful organization.1
Katzenbach and Smith (1993b) advocate teamwork for successful companies and performance, with opportunities for teamwork existing everywhere in organizations. Indeed, they ...