This document discusses self-directed teams and their advantages and disadvantages. It defines self-directed teams as groups of individuals with diverse skills and knowledge who collectively plan, manage, and execute tasks independently to reach a common goal. Research has found benefits of self-directed teams such as increased productivity, job satisfaction, and organizational commitment. However, they also require factors like clear objectives from the organization, appropriate tasks, and a culture that supports autonomy. The document examines promoting and impeding factors for self-directed teams at the organizational, team, and individual levels.

1. Self-DirectedTeams
Irene vander Spoel,2018
Foto
Self-directedteamsare gainingpopularityinorganisations(Glenn,Snyder,Dahnke & Kuether,
2016), and are oftensetupbecause ithas beenfoundthatitis linkedto,amongstotherthings,
increasedproductivity,job-satisfaction,andorganisationalcommitment(Cohen&Bailey,1997;
Sundstrom,McIntyre,Halfhil,&Richards,2000). Self-directedteamsare alsoknownasself-
managingteams,self-regulatingteams,orautonomousteams.Inthisresearch,these are seenas
synonyms,however,self-directedteamswill be the usedtermtoavoidconfusion.The definition
of self-directedteamsforthisresearchisgroupsof individualswithadiversityof skillsand
knowledge,whohave the collectiveresponsibilitytoplan,manage,andexecute tasks
independentlytoreacha commongoal (Magpili & Pazos,2018; De Jong,De Ruyter,& Lemmink,
2004).
To enable this,accordingtoCaramanica,Ferris& Little (2001), all group membersdetermine
priorities,solve problems,divide workloads,andcross-traineachother.The role of teamleader
may rotate,to generate sharedresponsibility.Accordingtoresearch,characteristicsof self-
directedteamsare sharedresponsibility,autonomousdecision-makingandproblemsolving,and
self-determinedleadership(Orsburn,Moran,Musselwhite,Zenger,&Perrin,1990). Thisis
confirmedbytwootherstudies,whoclaimthatkeyinwell-functioningself-directedteamsare
sharedresponsibilityandconsiderablediscretionforthe conductedgroupwork(Kirkman&Rosen,
1999; Batt, 2004). The maindifference betweenotherteamstructuresandself-directedteams,is
that self-directedteamstendtoexertsubstantive influence onwork-relateddecisions(Cotton,
Vollrath,Froggatt,Lengnick-Hall,&Jennings,1988; Levine &Tyson,1990). The adoptionof self-
directedteamsisofteninterpretedasasignal thatthe organisationvaluesandappreciatestheir
employees’contributions(Allen,etal,2003), whichisfrequentlyperceivedbyemployeesasan
organisation’scommitmenttothem(Brown,Geddes,&Heywood,2007).In the nextparagraph,
additional advantagesanddisadvantagesof self-directedteamswillbe discussed.
AdvantagesandDisadvantages
Self-directedteamsgainedpopularityinthe 1950s. The firststudyon itwas an evaluationof
Britishcoal-miningteams(Trist&Bamforth,1951). Whenreturningtospecialisedteamsinsteadof
self-directedteams,the productivitydecreased,jobsatisfactionlowered,andabsenteeism
increased(Trist,1981). Later studiesfoundthatself-directedteamshadloweredviolationsof
healthandsafety,generatedpositivity,decreasedabsenteeism,andincreasedproductivity.This
was due to a sense of autonomyconcerningworkmethods,breakperiods,andwork-relatedissues
(Trist,Higgin,Murray,& Pollock,1963).In addition,alongitudinalstudybyCordery,Mueller,and
Smith(1991) showedsignificantlyhigherscoresof intrinsicmotivation,workrole autonomy,
extrinsicsatisfaction,andjobcommitmentof employeesworkinginself-directedteams,as
opposedtoemployeesworkingundertraditional workstructures.

2. The implementationof self-directedteamsisoftenaresultof innovationefforts,aswell as
‘flattening’organisations(Janz,1999). It can counterthe effectsof vertical organisations,suchas
motivational dysfunction(Pearce,2004; Pink,2011), because promotingteamautonomyhelps
enrichjobsand empowersteammembers(Kauffeld,2006; Kirkman& Rosen,2001). Apartfrom
that, the increasedflexibilityinhierarchical structureswithinanorganisation,isapromotingfactor
for undergoingorganisationalchanges(Nonaka,2007; Adler,1993). Lastly,team membersof a
self-directedteamtendtobecome more autonomousand,ittendstoaccelerate the members’
abilitytorespondtochanges(Johnson,Hollenbeck,ScottDeRue,Barnes,&Jundt,2013). An
unintendednegative effectof self-directedteamscanbe elevatedlevelsof stress,due to
increasedresponsibilitiesandpeerpressure.Thiseffectmaybe worsenedif performance-based
rewardsare introduced(Roy,2003; McCalman, 1998).
PromotingandimpedingfactorsThe implementationof self-directedteamsconcernsboth
promotingandimpedingfactors.These factorscanbe put intothree categories:Factors
concerningthe organisation,the team, andthe individualteammember.First,the factors
concerningorganisationwill be addressed.
Organisationlevel
In orderto establishanddevelopself-directedteams,itisimportanttodeterminewhetherteams
are readyto start thisprocess(Caramanica,Ferris&Little,2001). Before settingupthe teams,the
initiatorof the self-directedteamoughtto presentaframeworkasto whyself-directedteamswill
benefittheirwork,andhowthiswill be established.The lattershouldcontaingroundrules.Apart
fromthat, the supportfrommanagementneedstobe addressed,aswell asthe
professionalisationit will require fromthe team.Thirdly,itisalsoimportanttosetshort-term
objectives,inordertobookquick,and earlysuccesses.Lastly,there oughttobe roomfor
suggestions,questions,andinputfromthe team(Caramanica,Ferris&Little,2001). These factors
can both impede andpromote the commencementof self-directedteams,dependingonhow the
aforementionedstepsare carriedout.
Before startingthe implementationprocessof self-directedteams,anorganisationmustalso
considerwhetherthe taskscarriedoutbythe teamsfit thisorganisational structure.Certain
assignmentsare more suitable forself-directedteamthanothers.Assignmentsthatfeature for
instance highuncertainty(Cordery,etal.,2010), hightask innovativeness(Patanakul,Chen,&
Lynn,2012), and lowtask routineness(De Jong,etal.,2004; Rousseau& Aubé,2010), tendto be
more appropriate forself-directedteams.Twootherstudiesconfirmedthatthe complexityof jobs
and the uncertaintyof assignmentsfacilitatesaself-directedteamtoperform(Powel&Pazos,
2017; Smith& Offodile,2008).
In alignmentwithassignments,objectivesneedtofitthe self-directedstructuresaswell.A positive
correlationhasbeenfoundbetweenclearorganisational objectivesandself-directedteam
performance (Wageman,2001).Despite the responsibilitytosetitsowngoals,self-directedteams
mustadhere to the organisationandthusrelyonfeedbackfromthe organisationtomake sure
theirworkisaligned(Kluger&DeNisi,1996).By determiningclearobjectivesbeforehand,

3. disappointmentscanbe avoidedandself-directedteamscanincrease inperformance (Chen&
Kanfer,2006; Hu & Liden,2011).
Apart fromthe type of assignmentsandclearobjectives,the culture of anorganisationcan
influencethe performanceof self-directedteamsgreatly(Park,2012).Promotingfactorsthat can
be foundinan organisation’sculture are accountability,constantlearning,risktaking,and
continuouschange (Hawkins,2013; Phakathi,2002). Organisationswhere risk-takingand
experimentingisseenasamerit,oftenbenefitfromself-directedteamsmost,asopposedto
organisationswhosolelyfocusonconsistentquality(Sethi &Sethi,2009).Apart fromthat, a top-
downorganisationof self-directedteamswilloftenscrutinisethe positive effects,andprevent
teamsfromself-organising(Hoda,etal.,2011). Anotherpartof an organisation’sculturethatcan
jeopardise the performance of self-directedteams,are corporate policies.Autonomyand
creativitycandisappearwhenlimitsare tootight,andflexibilityisdecreased(Cohen&Ledford,
1994; Rolfsen&Langeland,2012). Researchhas shownthatemployeesmayavoidtakingrisksin
fearof violatingorganisational norms(Phakathi,2002; Tata & Prasad,2004). Thisis alsoaffected
whenmanagersor leadersare usedtopractisinghierarchical organisationalstructures,anddonot
allowthe self-directedteamstooperate autonomously(Roufaiel &Meissner,1995).
The role of managersandleadersinan organisationwithself-directedteamsdoesnotdisappear.
Despite aself-directedteambeingfullyautonomous,itoftenstill requiresanexternal leaderor
manager,whoisnot involvedwithdailytasks,butsolelyhelpstomanage teamboundariesand
provide directionwhenneeded(Morgeson,2005).The role of the external leaderistosupportthe
teamand to adapt the approach to thissupporttothe maturityof the team (Ayas,1996; Powel &
Pazos,2017). Successful external leaderstendtomonitorthe self-directedteam’s progress,and
activelyencouragesthe autonomousstate of the team(Morgeson&DeRue,2006). Thisis done by
promotingself-reflection,self-criticism,andself-reinforcementtomembers(Mcnair,etal.,2011;
Short,1993).
In short,for organisationstosuccessfullyimplementandsupportself-directedteams,aclearaim
for the implementationmustbe available.Assignments,objectives,andthe culture of an
organisationmustfitthe self-directedteams,andshouldbe made knowntothe employeeswho
are goingto be part of the team.Thisshouldbe done bythe initiatorsof the teams.Managersand
leadersoutside of the teammustnotinterfere withdailytasks,butare solelyresponsible for
facilitationandenabling.Inthe nextparagraphs,the impedingandpromotingfactorsforself-
directedteamsonteamlevel willbe addressed.
Team Level
The most importantfactor,as it occurs inthe definitionof self-directedteamsisteamautonomy.
Team autonomyisthe abilityof the teamtocomplete tasksas a team, withoutrequiringleaders
outside the teamtointervene orassist.Itisa keycomponentinanysuccessful self-directedteam
(Lee & Xia,2010; Powell &Pazos,2017; Rolfsen&Langeland,2012). Certainfactorsmay influence
the desiredlevel of autonomy.Thesefactorscanbe a lackof skillsorexperience withinthe team
(Conchúir,etal.,2009), insufficientsupportfrommanagement(McCalman,1998; Powell &Pazos,
2017), teammemberswhodonot want to take on the role of a leader(Pais,2010), rigid

4. organisational structures(Scribner,etal.,2007), and negative peerpressure(Rolfsen&Langeland,
2012). These factorswill be addressedmore elaboratelylateron.
At the start of self-directedteams,the assemblyof teamscanhave an effectonthe productivity,
efficiency,andeffectivityof ateam,andtherebyitsautonomousqualities.ResearchbyWax,
DeChurchand Contractor(2017), has foundthatdeep-level homogeneitymayleadtoinferior
performance,andthatteamsbasedon friendshipare oftentimesmore successful.The lattercan
be achievedinpractice byenablingself-assemblyof teams(Wax,DeChurch,&Contractor,2017).
However,accordingtoFraser,Gunawan,and Goh (2013), the assemblyof teamsbenefitsmore
froma mix of skillsthanof friendship. Apartfromthat,the workexperience of teammembersis
alsoan importantfactor (Magpili &Pazos,2018). A lackof workexperience oftenleadsto
decreasedteam-basedautonomy,whichthreatensthe existence of self-directedteams(Pais,
2010; Conchúir,Holmström,Ågerfalk&Fitzgerald,2009).Consequently,whenateamconsistsof a
mix intermsof workexperience,the memberswiththe mostexperiencetendtoleadthe team
(Eseryel &Eseryel,2013). However,thisisnotalwaysmostbeneficial,asworkexperience mayalso
inhibitthe abilitytochange,andtherebybe innovative (Hoda,etal.,2013).
Apart fromthe assemblyof a team,communication,training,andteamworkare the most
importanthumanfactorsin increasinglevel of service,andelevatingdeliveryperformance (Roper
& Phillips,2007).The communicationoughttobe formalised,open,andclear.Intermsof
teamwork,itisimportantthatthe teammembers’skillscomplementeachother.Three areasof
skillsare technical orfunctional expertise,problem-solvinganddecision-makingskills,and
interpersonalskills.Theseskillsshouldoverlapwithinateam, withoutoverrepresentingone of the
three (Roper& Phillips,2007).The final keyfactor,training,iscritical to enhancingknowledge and
skills, butshouldalsofocusonhumanskillsof beinganeffectiveteamplayer.Trainingmustbe
viewedasanopportunityforpersonal,group,andorganisational development,whichrequires
departmentstocommittolasting,andeffectivetraining(Fraser,Gunawan,&Goh,2013; Andrès,
et al.,2015; Levi & Slem,1995).
Effective trainingalsoenablesanotherfactorof successful implementationandfunctioningof self-
directedteams,namelyjobrotation.Jobrotationhasbeenlinkedtoincreasedteam
responsiveness toanorganisation’sneeds(Bernsteinetal.,2016), elevatedtrust,andimproved
negotiationwithinthe team(Cook,Gerrish,&Clarke,2001). A requirementforjobrotationis
overlappingskillswithinthe team(Perry,etal,.2013), as has beenmentioned inrequirementsfor
teamassembly.
Apart frompromotingfactors,there are alsofactors threateningahealthyteam.Especiallywhenit
concernsself-directedteams,unnoticedself-organiseddynamicscanhave a deterioratingeffect
on the autonomyof a team.Althoughautonomyandindependentdecision-makingshouldbe
promoted,self-organisationalpatternscannegativelyaffectanorganisationorteamwhenitis
basedon deeply-heldperceptionof itself (Henning,2008).These patternsare oftena reflection of
the system’scollective memory(Cilliers,1998),anditsbeliefsaboutitsidentity(Maturana,&
Varela,1980). Whenteam membersonlyoperate withinone team, anddonotcalibrate thoughts
and processes,self-organiseddynamicsmaycause sufferingfrom ignorance,decreasedcorporate
growth,and loweredemployeesatisfaction.Thiscanbe forestalledbycommunicationwithinand
outside teams.Apartfromthat,it isalsoimportantthat these patternsare noticed,monitored,

5. and mentionedbyteammembersand managers.Awarenessof negative self-organisationwithin
teamsmajorlydecreasesthe chancesof affectingthe organisation(Connaughton,Shuffler,&
Goodwin,2011).
Aside fromself-organisationasanimpedingfactor,stressmaycontribute aswell.Thiscanbe
causedby the increasedresponsibilityof self-directedteams,combinedwithaugmentedroles,
and mayleadto performance losses(Magpili &Pazos,2018). Augmentedrolesmayleadto
memberslosingfocusorhavingtrouble prioritisingtasks(Bernstein, etal.,2016).
In short,teamsmustfocus onteam autonomy,andstrayfrom individual autonomyorself-
organisation.Forthe assemblyof teams,workexperience,skills,andfriendshipmustbe takeninto
account. Bothbefore andduringthe processof self-directedteams,communicationisvery
important.The same goesfortraining.Animpedingfactorcanbe elevatedstresslevelsin
employees.Thismustbe monitoredbyall teammembersof the self-directedteam.Apartfrom
requirementsfororganisationsand teams,the individualteammemberneedstofitthe self-
directedteamsaswell.The promotingandimpedingfactorsforindividualswillbe reviewed
below.
Individual Level
Factors impedingthe startof self-directedteamsintermsof attitudesof individuals,canoftenbe
allocatedtoresistance tochange (Liebowitz&Holden,1995; Strydom, 2002). Reportedreasons
for thisare a preference forstructure,lackof experience,fearof decreasedjobsecurity,aversion
to increasedworkload,andfearof the unknown(Kim&McNair,2010; Mcnair, etal., 2011;
Thursfield,2015).To reduce thisresistance,aclearexplanationof whatself-directedteams
include andhowtheyoperate,hasshowneffective.Anothersuccessful strategyistoshow
dissentingemployeesanexample of operatingself-directingteams,sotheycansee andpossibly
experience the directeffect(Roufaiel &Meissner,1995).
Beingable totake the leadas a memberof a self-directedteamisanimportantfactor(Magpili &
Pazos,2018). In this,itis importanttorealise thatcommunicationiskeywhenitcomesto
leadership(Morgeson,DeRue,&Karam, 2010). To be more precise,itisa critical and defining
aspectof leadership(Fairhurst,2007),and contributesgreatlytoadaptive performance (Marks,
Zaccaro, & Mathieu,2000). Leadershipbehaviourswithinaself-directedteamhasbeenpostulated
a keyfactor for successinself-directedteams(Magpili&Pazos,2018). High-performingself-
directedteamstendtohave individualsthatdisplayand exhibitmore leadershipbehavioursthan
those inlow-performingself-directedteams(Carte,Chidambaram, &Becker,2006). Inself-
directedteams,the role of a leaderisoftenrotated,toincrease afeelingof sharedresponsibility
(Caramanica,Ferris& Little,2001). Sharedleadershiphasalsoshowntohave a positive effecton
the performance of a self-directedteam(McIntyre &Foti,2013; Carte, etal.,2006), through
increasedawarenessof fellowmembers’rolesandtheirsignificance tothe team(Fausing,
Jeppesen,Jønsson,Lewandowski,&Bligh,2013).
Team memberswhotake onthe rotatingrole of team leaderwithinthe self-directedteams,must
have certainskillsandattitudes.Firstly,theyoughttohave expertiseconcerningthe topicathand
(Banai etal.,2000; Eseryel & Eseryel,2013), andtheymust be able to monitorperformance

6. quality(Pais,2010).Apart fromthat, theyare requiredtoact as boundaryspanners(Rolfsen&
Langeland,2012), a mentor(Hoda,et al.,2013), and a coach (Banai,etal., 2012). Helpful attitudes
insuccessful leadershipinself-directedteams,are delegatingtaskswhenneeded,andshowing
commitmenttothe team(Doorewaard,Geert,&Huys,2002; Heffron& Rerick,1997).
Leadershipwithinateamisan importantskill toacquire,butself-leadershipcanbe evenmore
important.Self-leadershipisthe teammember’sabilitytoassigntasks,planandschedule work,
and to take initiativewhenproblemsarise (Noe,Hollenbeek,Gerhart,&Wright,2007; Kirkman&
Rosen,1999). Inorder to functionwithin,andcontribute to,aself-directedteam, teammembers
require topossesscertainskills.Self-directedteammemberswhocomplete theirowntasksas
well asteamtasks effectively,were greatcontributorstothe team’sprocess(Houghton,Neck,&
Manz, 2003; Manz & Sims,1987, 2001; Neck& Manz, 2007). Self-directingisoftendrivenbyself-
disciplineoverbehaviour,intrinsicmotivation(Druskat&Wheeler,2003),and the abilitytocope
withfrustrationsandsetbackswithoutlettingit influence the process(Kanfer&Heggestad,1997).
These skillstendtodevelopinconsistentlyovertime,whenpartakinginaself-directedteam
(Mathieu,Gilson,&Ruddy,2006; Wageman,2001).
In thisprocess,itcan be helpful todelineate external behaviour-focusedrewards,andinsteadlet
the team membersdiscovertheirinternal drivesandrewards.Thiscanbe done by introducing
natural rewardstrategies(Neck&Houghton,2006), to motivate themselvesbynoticingor
embeddingintrinsicrewardsintotheirwork.Forinstance,throughdeterminingthe long-term
effectof an action,or the short-termresponse of someone whoishelped,eveninmundanetasks
(Gagné & Deci,2005). Apart fromthat, employeescanuse positiveself-talk,visual imageryof
performance execution,andrational counterargumentsfordysfunctional beliefstoincrease self-
regulationandself-efficacy(Stajkovic&Luthans,1998). The combinationof these three strategies,
as displayedinFigure 1,leadtoself-leadership;animportantskillasa teammemberof a self-
directedteam(Millikin,Horn,&Manz, 2010).
Figure 3: StrategiesLeadingtoSelf-leadership(Millikin,Horn&Manz, 2010).
However,there isamajor difference betweenself-leadershipandindividual autonomy.Individual
autonomycan actuallyimpede successfulimplementationof self-directedteams.The combination
of lowself-autonomyandhighteam-autonomyshowedtobe mostsuccessful andsustainable in
self-directedteams(Langred,2004; 2005). Thisproblembecomesmostapparentwhenteam
membersmake decisionswithoutconsultingthe restof the team(Moe,Dingsøyr,&Dybå, 2010).
Apart fromthat,it may alsohave a negative effectonself-directedteams,because stressing
individualautonomyenticesthe focusonindividual tasks,ratherthangroupassignments,which
can hinderskill acquisition,cross-trainingandjobrotation(Thursfield,2015; Barney,Moe,Dybå,
Aurum& Winata,2009).
Self-leadershipisanimportantskill,justasassignment-relatedskillsandknowledge. Individuals
partakingina self-directedteam, musthave avarietyof skillsthatcancontribute tothe team’s

7. tasks(Druskat& Pescosolido,2002),because if theylackrequiredskills,theytendtoharbourlow
expectations(Nicholls,etal.,1999) and focuson defendingtheirjobandreputation,ratherthan
improvingthemselves(Hoda,etal.,2013). Apartfromthat, absence of requiredskillscanoffseta
decrease inexercisingautonomy,whichisakeycharacteristicof self-directedteams(Mcnair,et
al.,2011). Individualswithmultipleskillsincrease the flexibilityof ateamand improve
collaborative processes(Powell&Pazos,2017; Wageman,1997), whichreap the mostbenefits
whensome skillssharedbymultipleteammembers(Perry,etal,2013). To achieve this,time and
resourcestodevelopnecessaryskillsmustbe available (Banai,etal.,2000; Druskat & Pescosolido,
2002).
As inany team,aside fromaforementionedassignment-relatedskills,teamworkskillsare
incrediblyimportantinself-directedteamsaswell (Powell &Pazos,2017; Weis,1992).Evenwhen
all otherfactors are in place,the absence of teamworkskillscanputa teaminmalfunction(Fazzari
& Mosca, 2009). Sub-skillsconcernedwithteamworkthatare importantforself-directedteams,
are the abilitytolead,communicate,andconductmeetingseffectively(Banai,etal.,2000; Hoda,
et al.2013).
In short,a team memberof a self-directedteammustpossesscertainknowledge,skills,and
attitudes.Thisstartswithbeingopentochange. Apartfromthat, shared,as well asrotating
leadership,tendstohave apositive effectonteamperformance,aslongasthe leaderpossesses
the right skills.Apartfromthat,self-leadershipdeterminesthe successof self-directedteamsas
well.Thisis one of the skillsateammembermustpossess,aside fromskillsconcerningthe tasks
the team mustperform,andteamworkskillsingeneral.
ConclusionandImplications
In conclusion,self-directedteamsare teamswithadiversityof skillsandknowledge, whoare
collectivelyresponsible andaccountable forplanning,managing,andexecutingtaskstoreacha
commongoal.The mainadvantagesof self-directedteamsare increasedjobsatisfaction,elevated
motivation,andstrongerresilience tochanges.These effectscanbe counteredif employees
experience peerpressure orresponsibility-inducedstress.
Promotingandimpedingfactorsforself-directedteamscanbe categorisedona(n) organisation,
team,and individual level.Onthe levelof the organisation,the structure andculture isimportant.
Before the start of the self-directedteams,supportfrommanagementmustbe made apparent,
and boththe tasks and goalsof the self-directedteamsmustbe clearbeforehand.The tasks
shouldalsobe lowtaskroutine,andhightask innovativeness,inorderforaself-directedteamto
flourish.Managementcansupportthe self-directedteamsbystayingclearof rigidframeworks
and short-termdeadlines.Apartfromthat,a requirementof self-directedteamsisthatthe culture
of an organisationseesexperimentingandrisk-takingasamerit.Thiscan be supportedby
managementthroughencouragingself-reflection,self-reinforcement,andself-criticism.
For a team,it isimportantto determinebeforehandif the teamisready forself-directedteams.If
thisisthe case,short-termobjectivesmustbe formulated,andthe initiatorshouldpresenta
frameworkandelaborate onthe benefitsof self-directedteams.Afterthis,the teamsmustreceive
lastingandeffectivetrainingon beingteamplayerswithinaself-directedteam.Duringthis

8. process,there hasto be room for input,suggestions,andquestionsfromteammembers.Thisis
alsoimportantduringthe assemblyof teams,where mix of skills,mix of workexperience,and
friendshipneedtobe takenintoconsideration.Inthe establishmentof self-directedteams,itis
importantto addressandinclude jobrotation,aswell asteamautonomy.Whenthe teamsare
effective,communicationwithin,aswell asoutside the teammustbe valued.
On an individual level,the employee mustknow beforehandwhatself-directedteamsare andhow
theyoperate.Secondly,employeesmustpossessordevelopteamplayer,leadership,andself-
leadershipskills.The professionalisationitrequiresfromthe individual,shouldbe made known
beforehand.Apartfromthat,the employee mustbe made aware of the fact that teamautonomy
ismore importantthanindividual autonomy.
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