Creating the right structural fit for self‐directed teams

Human resources are the most important asset of any organization. Yet most organizations continue to arrange their people in work patterns that inhibit and limit their employees’ participation. Many companies have tried to move away from a traditional rigid organizational structure to a more flexible one only to abandon it with few or no positive results. The difference between success and failure depends not on company size or resources, but on appropriate planning and avoidance of pitfalls. This article presents Chevron’s experiences in establishing interfunctional work teams, evaluates barriers, and suggests steps for successful implementation of self‐directed process teams.