Why Measure Teamwork?
Organizations (both work and non-work)
are increasingly using teams to streamline
processes, enhance participation, and improve
quality (Cohen & Bailey, 1997). Hence, teams
are becoming the primary building block of most organizations (Brooks, 1993; McGrath,
1997). In fact, a recent study by Gordon (1992)
found that 82% of U.S. companies with 100 or
more employees utilize some form of teams.
Teams are found in such diverse fields as
education, religion, science, manufacturing, and
consulting.
Because teams span both private and public
life, individuals must be able to work and
perform in a team context to function
effectively in today’s society. Both the
Secretary’s Commission on Achieving
Necessary Skills (SCANS; U.S. Department of
Labor, 1991, 1992a, 1992b) and the Conference
Board of Canada Employability Skills Profile
(1993) cite the importance of interpersonal
skills (or teamwork) in work and everyday life.
Due to its prevalence in society, teamwork
has been identified as an important life skill.
Consistent with the goals of ALL, the teamwork
measure will provide information as to how
teamwork skills are distributed in the adult
population internationally. Information on the
nature of teamwork skills associated with a
particular nation and the social and economic
factors that influence the development of
teamwork skills are of particular interest. This
information should prove valuable to employers
and educators who wish to improve teamwork
in the workforce and elsewhere.