ABSTRACT
Management asks certain members of the organization to be part of a team designed to solve a particular problem that confronts the organization. The typical team is comprised of a member of management and possibly 5–8 individuals from the rest of the organization. They come together periodically to discuss the nature of the problem and possible solutions. Groupthink presents the classical team and readers organization with a double-edged sword. From one side Groupthink provides a relatively swift way to resolve process problems. In 1972, based on the success of Quality Circles in Japan, the improvement staff at Lockheed Space Missile Factory in California brought them to the United States. Japanese organizations demonstrated that the Circles brought about major changes in their organizations. Unlike the classical team, the empowered team is a whole new look for the organization. It looks to take advantage of the best resources to resolve organizational issues based on the voice of the customer.
