ABSTRACT
Work units do not become teams because they undergo a change of label. A lot of libraries began their experiments with teams by looking at the places where the closest analogy with these forms in other organisations could be found. Organizational change in libraries is the result of the interaction of a number of phenomena. Passive-Aggressive Organization has a well-honed mechanism for producing consensus, but is poor on execution. Outgrown Organization structures and management styles which have not changed over the years, and are still heavily centralised, can be said to fall within this group. Poor execution, too much analysis, too many layers in the structure, inertia and inconsistency were also mentioned as problems. A team-based organization offers a way of eliminating these problems. One of the huge advantages of teams in managing change is that management itself becomes a shared responsibility, and is part of the development of individuals in the organisation.
