|
Case Study: Team Development This organization has staff in a central/home office and regional offices. There has been on-going tension between the two groups around decision making, power, and policies and procedures. In this team development intervention, centralize/decentralize was re-positioned as a paradox to manage versus a problem to solve. In this context team members were able to step out of blaming one another and creatively build systems and structures to maximize the benefits of both centralization and decentralization. Barbara Braham, Ph. D. |