ng to a study conducted by Don Carew, Eunice Parisi-Carew and Ken Blanchard of Blanchard Training and Development. They are purpose and values, empowerment, relationships and communication, flexibility, optimal productivity, recognition and appreciation, and morale. The first characteristics are purpose and values. Members of teams share a sense of common purpose. They are clear about what the teams work and why it is important. They can describe a picture of what the team intends to achieve, and the norms and values that will guide them. Purpose defines what the team is to accomplish and the values and norms define how. They have developed mutually agreed-upon and challenging goals that clearly relate to the teams vision. Strategies for achieving goals are clear. Each member understands his or her role in realizing the purpose and values. The second characteristic is empowerment. Teams thrive on self-directed members who have been empowered to make decisions, troubleshoot problems, initiate change and experiment with creative ideas. The organization must dare to trust its employees enough to let them manage themselves in teams. Employees earn that trust by internalizing the goals and mission of their company. They put their career welfare in the hands of the team. Empowered teams share in power, but also in responsibility, for results. A sense of mutual respect enables members to share responsibilities, help each other out, and take initiative to meet challenges. Members have opportunities to grow and learn new skills. There is a sense of personal as well as collective power. Team leaders and members must dare to innovate, take risks and pursue continuous training in order to ensure breakthrough performance. Daring teams never settle for mediocrity, conformity or business as usual. They break out of their self-imposed comfort zone. The third characteristics are relationships and communication. The aspects of rel...
