Case study: Pressure to Be a Team Player OK I admit it. Im not a team player. I work best when I work alone and am left alone, says Zach Sanders. Zachs employer, an office furniture manufacturer, recently reorganized around teams. All production in the companys Winnipeg factory is now done in teams. Zachs design department has been broken up into three design teams. Ive worked here for four years. Im very good at what I do. And my performance reviews confirm that. Ive scored 96 percent or higher on my evaluations every year Ive been here. But now everything is changing. Im expected to be part of our modular-office design team. My evaluations and pay raises are going to depend on how well the team does. And, get this, 50 percent of my evaluation will be on how well I facilitate the performance of the team. Im really frustrated and demoralized. They hired me for my design skills. They knew I wasnt a social type. Now theyre forcing me to be a team player. This doesnt play to my strengths at all. Questions: a) Is it unethical for Zachs employer to force him to be a team player? b) Does the employer have any responsibility to provide Zach with an alternative that would allow him to continue to work independently?