1. Think about Brush's recollection of a group-based project in college. Explain why she's essentially accurate in characterizing the participants as a group rather than a team. Now assume that you're a college teacher (you can teach any subject you want). Think up a project for your class that asks students to work together, being sure that you provide certain guidelines which require them to work as teams.
2. However informal it may be in practice, in what ways does Holden appear to have a hierarchical structure-one in which employees occupy different levels within the organization? In what ways does that structure appear to affect its culture? In what specific ways does its team-based culture appear to override or offset Holden's hierarchical structure/culture?
3. What sort of organizational enhancements does Holden try to gain from fostering a team-based culture? Judging from the video, describe any apparent enhancements in innovation, creativity, and flexibility.
4. Among essential team issues, the chapter discusses the importance of top management in implementing a team-based structure/culture. In what ways has top management at Holden played one of the three key roles in implementing such a structure/culture-namely, basing the decision to shift to a team-based orientation on sound business-related reasons?
5. On the one hand, job ownership at Holden requires employees to devote their skills and energies to the performance of a specific series of tasks (those of "marketing manager," those of "designer/developer," and so forth). On the other hand, the company's team-based structure/culture requires employees to contribute their efforts to organization-wide performance. This would appear to be a paradox-a seemingly contradictory state of affairs which can nevertheless prevail under the right circumstances. In what ways does Holden appear to resolve the contradictory elements of this paradox so that they can simultaneously contribute to organizational performance?