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People at work have been tyrannized by a team ideology based on the use of work groups as a key to effective organizational performance. The hegemony of this ideology has created an obsession with teams in workplaces governed by oppress ive stereotypes of what teams should be like and how they should behave. This paper examines four elements of the prevailing team ideology — the way work in groups is defined, links between individual motivation and organizational per formance, views of leadership, and the effects of power, conflict and emotion in work groups. Some alternative perspectives on team behaviour elucidate the ways in which the prevailing paradigm ultimately hinders groups and tyrannizes the individual team member — by camouflaging coercion and conflict with the appearance of consultation and cohesion. Examination of the limits and effects of the ideology provide the basis for an alternative understanding of the strengths, constraints and complexities of group work.
Amanda Sinclair (Thu,) studied this question.