The evaluation of highly qualified and autonomous teams traditionally represents a major challenge for managers of organizations. Particularly when the strategy of the organization demands the realignment of the team, the success of the initiative may not be easily achieved even if the managers possess high coercive power, since the processes are executed independently by the team, making it difficult to effectively monitor and control, a difficulty which is intensified by the high qualification of the team members. Furthermore, the use of coercive power may have the negative effect of the decrease in performance by individual or articulated reactions, typical of the resistance to change. Consequently, the commitment of members of a highly qualified and autonomous team may require the use of techniques that meet the individual needs such as maintaining the level of prior recognition by the group. This work presents a technique that allows to simultaneously aim for the alignment of the team and promote the reinforcement of perceptions important to the commitment of individuals with this profile, such as reputation, independence and stability, which contribute to the success of actions that align individuals to the objectives of the organization, reducing resistance to change. The paper addresses the theoretical aspects of the tension generated by the need to align a team with these characteristics and implications at the individual level, then presenting a proposal to conduct this situation based on the research action method in a stricto sensu graduate program in Brazil.
Team alignment; Autonomous teams; Management of highly qualified teams
