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Team change
 INTRODUCTION
• What is a group and when is it a team?
• Why do you need teams?
• What types of organizational teams are there?
• How do you improve team effectiveness?
• What does team change look like?
• What are the leadership issues in team
change?
 WHAT IS A GROUP AND
WHEN IS IT A TEAM?
• Schein and Bennis (1965) suggest that a group
is ‘any number of people who interact with
each other, are psychologically aware of each
other, and who perceive themselves to be a
group’.
 WHAT IS A GROUP AND
WHEN IS IT A TEAM?
• Morgan et al (1986) suggest that ‘a team is a
distinguishable set of two or more individuals
who interact interdependently and adaptively
to achieve specified, shared, and valued
objectives’.
 WHAT IS A GROUP AND
WHEN IS IT A TEAM?
• Sundstrom, de Meuse and Futrell (1990)
define the work team as ‘A small group of
individuals who share responsibility for
outcomes for their organizations’.
 WHAT IS A GROUP AND
WHEN IS IT A TEAM?
• Cohen and Bailey (1997) define a team as ‘a
collection of individuals who are
interdependent in their tasks, who share
responsibility for outcomes, who see
themselves and who are seen by others as an
intact social entity embedded in one or more
larger social systems (for example, business
unit or the corporation), and who manage their
relationships across organizational boundaries’.
WHAT IS A GROUP AND
WHEN IS IT A TEAM?
WHAT IS A GROUP AND
WHEN IS IT A TEAM?
WHY WE NEED TEAMS
 WHY WE NEED TEAMS

The simplest answer is,

‘Because of the work we need to accomplish.’
 WHY WE NEED TEAMS
• Team work may be needed because there is a
high volume of interconnected pieces of work,
or because the work is too complex to be
understood and worked on by one person.
 WHY WE NEED TEAMS
• There is a clear link between the level of
uncertainty of the task being handled and the
level of team work needed
 WHY WE NEED TEAMS
• The greater the uncertainty is, the greater the
need for team work.
• The majority of management teams deal with
both uncertain and certain tasks, so need to
be flexible about the levels of team working
required.
 THE TYPES OF ORGANIZATIONAL TEAMS

We will use analogy of sports team (Robert Keidal,1984)

THE TYPES OF ORGANIZATIONAL TEAMS
THE TYPES OF ORGANIZATIONAL TEAMS

Baseball team
• Team members are relatively independent of
one another
• All members are required to be on the field
together
• No need to interact together all at the same
time.
THE TYPES OF ORGANIZATIONAL TEAMS
THE TYPES OF ORGANIZATIONAL TEAMS

Football team
• There are really three subteams within the
total team: offence, defence, and the special
team (midfield).
• When the subteam is on the field, every player
is involved in every play
• But the team work is centred in the subteam,
not the total team.
THE TYPES OF ORGANIZATIONAL TEAMS
THE TYPES OF ORGANIZATIONAL TEAMS

Basketball team
• Here the team is small, with all players in only
one team.
• Every player is involved in all aspects of the
game, offence and defense, and all must pass,
run, shoot.
• When a substitute comes in, all must play with
the new person.
HOW TO IMPROVE TEAM EFFECTIVENESS

Rollin and Christine Glaser (1992) have identified

five elements that contribute to the level of a
team’s effectiveness or ineffectiveness over time.
• team mission, planning and goal setting;
• team roles;
• team operating processes;
• team interpersonal relationships; and
• inter-team relations.
 Team mission, planning,
and goal setting
• The most effective teams have a strong sense
of their purpose, organize their work around
that purpose, and plan and set goals in line
with that purpose.
 Team roles
• The best way for a team to achieve its goals is
for the team to be structured logically around
those goals.
• Individual team members need to have clear
roles and accountabilities.
• They need to have a clear understanding not
only of what their individual role is, but also
what the roles and accountabilities of other
team members are.
 Team operating processes
Typical areas that a team need actively to address by
discussing and agreeing
• frequency, timing and agenda of meetings;
• problem-solving and decision-making
methodologies;
• Ground rules;
• procedures for dealing with conflict when it occurs;
• reward mechanisms for individuals contributing to
team goals;
• type and style of review process
 Team interpersonal relationships
• To achieve clear understanding of goals and
roles, the team needs to work together to
agree and clarify them.
• To achieve this level of communication, the
interpersonal relationships within the team
need to be in a relatively healthy state.
 Inter-team relations
• Teams cannot work in isolation with any real
hope of achieving their organizational
objectives.
• Team’s goals can rarely be achieved without
input from and output to others.
 WHAT TEAM CHANGE LOOKS LIKE
• All teams go through a change process
• Tuckman’s model of team change
– Forming,
– Storming,
– Norming,
– Performing,
– Adjourning
 Forming
• 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?
 Storming
• This is a description of the dynamic that
occurs when a team of individuals come
together to work on a common task, and have
passed through the phase of being nice to one
another and not voicing their individual
concerns.
 Storming
• 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?
 Storming
• Individuals and the team as a whole are
testing out the assumptions that had been
made when the team was originally formed
• Obviously different teams will experience this
stage with different degrees of intensity, but
important points to note here are:
– It is a natural part of the process.
– It is a healthy part of the process.
– It is an important part of the process.
 Norming
• Settling down of team dynamic and stepping
into team norms and agreed ways of working
 Performing
• The team has successfully traversed the three
previous stages and therefore has clarity
around its purpose, its structure and its roles.
• The team can quite fruitfully get on with the
task in hand and attend to individual and team
needs at the same time.
 Adjourning
• Teams do not last forever.
• This stage represents the period when the
team’s task has been completed and team
members disperse.
THE LEADERSHIP ISSUES IN TEAM CHANGE

The work of Bion (1961) and Scott Peck (1990) is

useful to illuminate the phases that groups go
through and highlight the challenges for
leaders.
• Moving through dependency
• Moving through conflict
• Moving towards creativity
 Moving through dependency
• In any team formation the first thing people
look for is someone to tell them what to do.
• People will want to get on with the task and
many people will believe someone else knows
what the task is and how it should be done.
 Moving through dependency
• In any unfamiliar situation or environment
people can become dependent.
• The job of the leader is to establish limits and
sufficient power for them to accomplish their
tasks.
 Moving through conflict
• The real threat is from within, and the potential
for conflict is between the leader and the rest
of the team, and between team members
themselves
• The leadership task here is to surface any of
these dynamics and work them through, either
by the building of trust, open and honest
exchange of views, or by seeking clarity and
gaining agreement on roles and responsibilities.
 Moving towards creativity
• This time it is about creating something new,
not only doing anything practical or actually
performing.
• The leader have to encourage the team
members to continue in their endeavors and
to take personal responsibility for moving
things on.