The concept of “team” ranges the gamut from a controlled, hierarchical structure to a truly democratic organization. For some, a team was simply a group of more than two people. Regardless of the definitions, managers and supervisors believe that many NPS processes and systems reinforce and reward competition or individuality over cooperation. Some examples of servicewide processes include turf wars, the approach to budget setting, and the concept of divisions.

RECOMMENDATIONS

• Team concept training should be provided to all employees to provide a broader understanding of the word and its many meanings. Managers should put the term in context when using it; it is an important concept too often used only as a buzzword.
• Skills training in different management styles and techniques (and how and when they are most effective) should be provided.
• The National Park Service should become a learning organization and should develop the capacity to adapt and change more readily. Characteristics should include:

• common acceptance of a shared vision
• rejection of old ways of thinking and standard routines for solving problems or doing jobs
• integration of organizational processes, activities, functions, and interactions into the system of interrelationships
• open communication across vertical and horizontal boundaries without fear of criticism or punishment
• sublimation of self-interest and departmental interests in the effort to work together to achieve a shared vision

The National Park Service should:

• ensure that leadership training is available to all employees at all stages of their careers
• ensure that additional resources and training are made available to develop: self-awareness and communication; the ability to give credit; accountability and responsibility at the organizational and personal level; safe environments for problem solving, team development, and critical thinking; conflict resolution skills; human relations and other specific leadership, management, and supervision skills