CHAPTER 2:
TEAM CHANGE
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Main Points
• Understand nature of teams – different types of
teams
• Discuss how teams forming and developing; how
different types of people combine to make a
really effective (or not) team
• Look at the way team can impact or react to
organization change and how to build team’s
resilience
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Group vs. Team
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The types of
Organisational Teams
• Work team
• Self-managed
team
• Parallel team
• Project team
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The types of
Organisational Teams
• Matrix team
• Virtual team
• Networked team
• Management team
• Change team
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How to Improve
Team Effectiveness
1 team mission, planning and goal setting;
2 team roles;
3 team operating processes (*)
4 team interpersonal relationships; and
5 inter-team relations.
Rollin and Christine Glaser (1992)
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How to Improve
Team Effectiveness
Team operating processes:
1. Frequency, timing and agenda of meetings
2. Problem-solving and decision making
3. Ground rules
4. Procedures for dealing with conflicts when it occurs
5. Reward mechanisms for individuals contributing to
team goals
6. Type and style of review process
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Effective vs Ineffective teams
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Tuckman’s model of
Team change
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Tuckman’s model of
Team change
1st Forming
Address a set of fundamental questions:
• What is our primary purpose?
• How do we structure ourselves as a team to achieve our purpose?
• What roles do we each have?
• Who is the leader?
• How will we work together?
• How will we relate together?
• What are the boundaries of the team?
Little agreement
Unclear purpose
Guidance and direction
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Tuckman’s model of
Team change
2nd Storming
Statements articulated (or left unsaid) in some fashion or form might
include ones such as:
• I don’t think we should be aiming for that.
• This structure hasn’t taken account of this.
• There are rather a lot of grey areas in our individual accountabilities.
• Why was he appointed as team leader when he hasn’t done this
before?
• I don’t know whether I can work productively with these people.
• How can we achieve our goals without the support from others in the
organization?
Conflict
Increase clarity of purpose
Power struggles
Coaching
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Tuckman’s model of
Team change
3rd - Norming
The team finally settles down into working towards achievement of its
task without too much attention needed on the fundamental questions.
Some teams that permanently move back and force between the
norming and storming stages - a clear signal that some team issues are
not being surfaced and dealt with
Agreement and Consensus
Clear roles and Responsibility
Facilitation
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Tuckman’s model of
Team change
4th - Performing
• The team has clarity about its purpose, its structure and its roles.
• Team has engaged in a rigorous working process and is comfortable
with the team norms it has established. It has also developed a
capacity to change and develop, and has learnt how to learn.
• The team can quite fruitfully get on with the task in hand and attend
to individual and team needs at the same time.
Clear Vision and Purpose
Focus on goal achievement
Delegation
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Tuckman’s model of
Team change
5th - Adjourning
this stage acknowledges that teams do not last forever.
This stage represents the period when the team’s task has been
completed and team members disperse.
Task completion
Good feeling about achievements
Recognition
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Team development
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Team development
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Leadership Issues in
Team change
• Moving through dependency
• Moving through conflict
• Moving towards creativity
• Moving through cohesion and
cosiness
Source: 2018 Michael Hyatt model
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(Dis)functions of a team
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How Individuals affect
Team dynamic
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Teams –
Advantages and Disadvantages
McCaulley (1975) made the point that similarity and difference
within teams can have both advantages and disadvantages:
– The more similar the team – The more disparate the
members are, the sooner team members, the longer
they will reach common it takes for under-
understanding. standing to occur.
– The more similar the team – The more disparate the
members, the quicker the team members, the longer
decision will be made, but the decision- making
the greater the possibility process will be, but the
of error through exclusion more views and opinions
of some possibilities. will be taken into account.
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How Individuals affect
Team dynamic
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Belbin’s team types
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How well Teams initiate and Adapt to
Organizational Change
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How well Teams initiate and Adapt to
Organizational Change
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Summary checklist of
the key questions in CM
• Where are the teams affected by the change process?
• What types of team are they and how might they respond to change?
• What do they need to be supported through the change process?
• How can we best use them throughout the change process?
• What additional types of team do we need for designing and implementing the
changes?
• As all teams go through the transition, what resources shall we offer to ensure
they achieve their objectives of managing business as usual and the changes?
• How do we ensure that teams that are dispersing, forming, inte- grating or
realigning stay on task?
• What organizational process do we have for ensuring teams are clear about
their:
– mission, planning and goal setting;
– roles and responsibilities
– operating processes;
– interpersonal relationships;
– inter-team relations?
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RECOMMENDED RESOURCES
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Recommended Resources
• Who Moved My Cheese: An Amazing Way to
Deal with Change in Your Work and in Your Life
by Spencer Johnson.
• YouTube Video –
https://www.youtube.com/watch?v=VsSNMzgsE7
U
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Further Reading
• Forsyth, P. (2010) How to motivate people. 2nd
edition. London: Kogan Page.
• This is an excellent read on how to motivate staff
to get the most of staff and teams. This book
provides guidelines on how to increase positivity
and reduce resistance and negativity to
maximize team and individuals’ performance.
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Further Reading
• Belbin.com
• Who Moved My Cheese: An Amazing Way to Deal with
Change in Your Work and in Your Life by Spencer
Johnson.
• YouTube Video –
https://www.youtube.com/watch?v=VsSNMzgsE7U
• https://tomorrowsleadership.nl/how-to-overcome-the-5-
dysfunctions-of-virtual-teams/
• Forsyth, P. (2010) How to motivate people. 2nd edition.
London: Kogan Page.
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