chose team leaders to ensure the occurrence of meetings, agendas, assignments, and participation. With the inclusion of each individual in decision-making, individual problems became apparent and resolved (overlapping start times for people with transportation problems).
Sly (1997) stated that the right to be accountable led to the discussion about the need for training. Teams began to be involved in quality checklists. A spirit of cooperation led to management and peer recognition with awards such as a $25 gift certificate to a restaurant. The right to be needed led to the thanking of employees and the inquiry into reasons people were late. Team meetings shortened over time until they were only needed to discuss issues five to ten minutes of each shift. Team members developed interest in new abilities. A skill-based compensation system was developed. Results of these changes included a drop in absenteeism to almost nothing, freeing the supervisor to do more in other prevention areas. The self-directed team appro
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