That is how it should work for team

That is how it should work for teams in any organization. A team that encounters gaps in members’ knowledge or skills that are impeding its work should at least be able to tap their organization’s educational or consultative resources to close those gaps and, ideally, to expand members’ existing expertise. But that is harder than it sounds to arrange, especially when support staffs are unaccustomed to providing assistance directly to teams. In organizations with top-flight personnel departments, for example, training programs usually are based on systematic job analyses that identify the particular knowledge and skills needed by individuals who perform particular jobs. Members of work teams, however, need to know more things, and different things, than what individuals require to competently perform specific jobs. There is no reason why job analyses cannot also be done for team tasks, with training provided to teams based on the results of those analyses. But, in many organizations, doing this would require human resource staff both to take on some additional work and to develop strategies for carrying it out that are nontraditional in their profession.