Learning teams, when properly structured and challenged can be an effective method of developing new skills and sharpening existing ones. Learning teams can benefit from the research and experiences from self-directed work teams in the business world. Their critical elements and purposes are closely aligned. Since the late 1980's businesses of all types have been implementing teams at a staggering rate. The number of workers participating in teams has seen dramatic increases since 1980, when only 5% of workers participated in teams, the number in 1990, 20%, today it is estimated 50% of worked participate in a team environment. (Attaran, Nygun, 24) The business world found that when teams have purpose, tools for solving problems, and the empowerment to make changes, they can be very effective. Effective teams, typically have excellent direction; the team charter is a crucial part of an effective team.
Many of us have very defined goals and objectives for our personal performance reviews. A team needs similar goals and objectives to be successful, a charter can clarify this for the team. The following elements are crucial to a good charter. Team selection criteria, we have seen this done by naming individuals, or naming open slots with the skills required for the team. For example, a product improvement team may want to have one maintenance person, one engineer, and one marketing person. The individuals could then be selected form those respective groups. Teams need a defined purpose, the more narrow the focus, usually the more successful the team. Goals are extremely important to a team's charter. Without a clear expectation of their expected results, teams can overstep their charter, or horribly under perform. Ground Rules, while mundane, are especially important when forming teams with groups of people that are typically individual contributors. Interaction within a team can be spirited, and even emotional; ground rules help to keep everyone on track, and their behavior conducive to the issue at hand.
