Change Management Part II: Groups and Teams. Basel Rouphail, MBA,

Transcription

1 Change Management Part II: Groups and Teams Basel Rouphail, MBA,

2 Professional Development Co-Chairs Susan Achberger Jen Johns

3 Upcoming Events Cleveland Clinic Family Health Center Mobile Food Pantry Nov.22, 8:30AM-1:30PM At The Stephanie Tubbs Jones Health Center (STJHC) GOAL WINTER SOCIAL Dec. 3 rd, 5:30-8:00PM At Town Hall, 1909 W 25th Street, Cleveland, OH Change Management Part 3 Guest speaker Dr. Kathleen Razi Dec. 11th, 12:00-1:00 in NA1-138

4 Organizational Environment and Indirect Environment Change Direct Environment Internal Environment External Environment Organization External direct External Indirect Stakeholders

5 Change Management Levels Individuals Groups or Teams Organization

6 Are You in Group or Team? Distribute paper Answer the following: Are you in a: Group Team Write at least one thing that makes you a group or team

7 Definitions Groups Any number of people who interact with each other, are psychologically aware of each other and who perceive themselves to be a group (Schein and Bennis, 1965) Teams A team is a distinguishable set of two or more individuals who interact interdependently and adaptively to achieve specified, shared, and valued objectives (Morgan et al,1986)

8 Differences Between Group and Team? Group Intermediate size Common interests Sense of being part of something Interdependence up to the individual May have no responsibility except a sense of belonging to the group May have no accountabilities other than contractual ones May have no work to do or goal to accomplish Team Restricted in size < 20 Common overarching objectives Interaction among individual accomplish individual and group goals Interdependency between members to accomplish individual and group goals Shared responsibility Individual accountability The team works together, physically or virtually From: Making Sense of Change Management, 3 rd edition

9 The needs for teams in organizations Managers Groups Certainty HR policy Reporting process Recruitment Teams Managers and Department employee Uncertainty Strategy Culture Structure 80% Need for team in organization Need for team 60% 40% 20% 0% 0% 10% 20% 30% 40% 50% 60% 70% Uncertainty Level

10 Types of Teams Work Team Self Management Team Parallel Team Project Team Matrix Team Virtual Team Networked Team Management Team Change Team

11 Team Development Forming Storming Norming Performing Adjourning

12 Personality Type and teams Attention and Data Receiving Sensing Intuitive Lifestyle Judging Perceiving Judging Personality & Change Introvert Extrovert Source of Energy IS-The thoughtful realists: caution and careful about change - If it isn t broken don t fix it IN-The thoughtful innovators: how things should be - Let s think ahead ES-The action-oriented realists: get things done - Let s do it EN-The action-oriented innovators: will want to move into new areas and soon - Let s change it Thinking Feeling Thinking Decision Making

13 Individual Team Members Disparate Team Members Take longer time to reach to common understanding Make decisions at slower pace with more opinions taken into consideration Similar Team Members Quickly reach common understanding Make decisions quicker with higher possibility of error

14 Factors that Contribute to Team Effectiveness Mission Roles and accountabilities Operating process Interpersonal relationships Inter-teams relations

15 Types of Organizational Change that Affect Teams Restructuring Mergers and Acquisitions Complex Change

16 Issues Teams Face During Organizational Change- Restructuring Loss of roles and jobs New individuals and jobs New team purpose New line manager New organizational or departmental strategy

17 Issues Teams Face During Organizational Change- Mergers and Acquisition Culture Incompatibility New ways of working Grieving Role confusion Redundancies

18 Organizational Change: Research and Teams No change process models at group or team level Usually organizations focus on what to do rather than explaining and predicting the change process Team development process distraught (e.g. Performing team may go back to Storming stage)

19 Strategies to Deal with Teams During 4. Functioning effectively as a team Restructuring 1. Understanding own and others feeling around the change and current skills and values 3. Clarifying and prioritizing future work and direction 2. Clarifying and prioritizing current work and responsibilities From: Making Sense of Change Management, 3 rd edition

20 Change Curve Comparison Self-esteem Lag 1 Lag2 Time

21 Moving from Work Group to an Effective Team Establish Urgency and Directions Strike the right balance Clear operating process Measure team advancement and celebrate wins Challenge the status quo with new information and facts Break the silos with scheduled and unscheduled meetings Authentic feedback

22 Make your Final Decision Based on what you heard Are you in a: Group Team Has your answer changed? Yes No If your answer changed, please write one thing that makes you a group or team

23 Conclusions Change is the only constant in our rapidly evolving world Organizational change increases uncertainty; thus, the need for teams increases Teams going through change need process model for that change Consider team development stage and type of team when you are dealing with change In addition to understanding of team member s feeling, values, and skills, prioritizing current and future work demands help to align teams with change.

24 references Kozlowski, S. W. J., & Bell, B. S. (2003). Work groups and teams in organizations. In W. C. Borman, D. R. Ilgen, & R. J. Klimoski(Eds.), Handbook of psychology (Vol. 12): Industrial and OrganizationalPsychology (pp ). New York: Wiley. ZOLTAN, R; BORDEIANU, O; VANCEA, R. GROUPS AND TEAMS AS BUILDING BLOCKS FOR ORGANIZATIONAL LEARNING. USV Annals of Economics & Public Administration. 13, 1, , Jan ISSN: Cameron, E., & Green, M. (2012). Making sense of change management a complete guide to the models, tools, and techniques of organizational change, 3rd edition(3rd ed.). London, U.K.: Kogan Page.

25 Questions

26 All: for listening and learning Development Committee: for their support