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The
Greenfield Case/Revisited
The Greenfield Case
 Who should be responsible for preparing budgets?
Conducting meetings? Selecting new team members? In a self-directed
or empowered team, many of the roles and responsibilities
traditionally performed by managers are handled by trained
employees. This concept can create resistance in organizations
making the change to more empowered teams. Help participants
critically examine their assumptions about job roles and
responsibilities with The Greenfield Case.
Greenfield Revisited
 This enlightening follow-up to The Greenfield
Case details what actually happened after self-directed teams were
introduced at a manufacturing plant in the United States. The
article discusses some of the specifics of what happens when a
serious attempt is made to utilize employee participation. In
particular, it focuses on the self-managed team, a sophisticated
form of employee participation. It discusses the overall context in
which such teams exist and provide some details about the specific
roles, structures, and procedures under which they operate.
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