Answer to Question 1
The development of a kitchen team requires the chef supervisor to think about a number of
factors. One of these factors is why people become committed to a team. Figure 14-2 lists the
primary reasons an individual commits to a team. The level at which each team member feels
impacted by these primary reasons will ultimately determine the level of their commitment to the
team. The more the team member feels that it is in their best interest to be a member of the team
the greater commitment they will have to the team. Ensuring that action follows insight requires
the chef supervisor to establish the organizational and operational standards of the team. The
more the team is involved in this process the greater the buy-in. The standards include team
composition, scope of team and individual responsibilities, performance expectations,
performance appraisal, timelines, and resources. Determination of all of these characteristics will
be based on the anticipated work to be assigned to the team. Goals give a kitchen team
something at which to aim. They may be broad and can be achieved in a variety of ways. Just
because a group is called a team doesn't mean its members will automatically function as a team.
Teams may appear to be easy to form and operate, but it takes hard work by everyone involved
for a kitchen team to be successful. The role of a team facilitator or leader consists of
leading team discussions and group processes so that individuals learn, and kitchen team
members feel that the experience is positive and worthwhile. A team leader is the person
responsible for assuring that people will want to work together to achieve a common goal or
objective.
Answer to Question 2
12.1
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