In one company, 40% of workers and 20% of managers resigned during the first year after they had been reorganized into teams. What might account for this dramatic turnover? how might managers ensure a smooth transition to teams?
Maybe the workers didn't like the structure of the teams, not just the idea of teams. Perhaps the way the teams were set up threatened their sphere of influence or autonomy.
In the situation you cite, the managers may have felt threatened when asked to change styles and begin sharing responsibilities and decision-making processes with others, particularly if they still considered the workers as not being their equals in the company structure.
People often tend to dislike change. If the people had been working independently before, they could well have gotten used to it. They might not have liked the new way in which they were being asked to work. Perhaps management should have introduced teams gradually. Or perhaps management should have done a better job of picking teams whose members would work well together.