This chapter discusses the differences between groups and teams and then focuses more directly on teams and their development. White-water rafting can serve as a familiar metaphor for those who work in teams. Teams and their members often experience the thrill and challenge of working in turbulent situations where success requires the team's developing into a high-performing and cohesive unit. We offer a look at the conventional and sustainable perspectives for each stage of team development, with a discussion of the differences highlighted in the chapter navigator.
When Diane Davidson started at W. L. Gore, she kept asking, “Who is my boss?” But there are no bosses at Gore—or at least very few to speak of. There are no titles either, other than “associate”—which is the title for everyone from the janitor to the top managers. There must be secret bosses, Davidson thought, but eventually she came to understand that your team is your boss; that is, as you work in teams, your commitment to your team and your desire not to let team members down become your motivators.
You fail at Gore only when you fail to learn
No titles and teams without bosses: Gore ...