CHAPTER TWELVE
TEAMWORK
Understanding Communication and Conflict in Groups
When the U.S. Internal Revenue Service went through the major transformation described at the beginning of Chapter Eight, it appointed twenty-four design teams to plan the new structures and processes the organization would need. Employees from all levels and many different locations came together to work in these teams, and they had to communicate effectively and confront and resolve conflicts. To emphasize the importance attached to these teams, the commissioner and the deputy commissioner of the IRS met with each of the teams in long, intensive sessions. The commissioner became virtually legendary within the organization for the attentiveness with which he prepared ...
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