cameron and green making-sense-of-change-management

Team changeTable 2.5Complementarity and conflict in teamsExtraversionIntroversionNeeded to raise energy, Where Needed for thinking thingsshow enthusiasm, make individuals through and depth ofcontacts and take action. draw their understanding.But they can appear energy from But can appear withdrawn,superficial, intrusivecold and aloof.and overwhelming.SensingIntuitionNeeded to base ideas What an Needed to prepare for thefirmly in reality and be individual pays future and generatepractical and pragmatic. attention to or innovative solutions.Can appear rather how he/she Can appear to have headmundane and pessimistic. receives data in the clouds, impracticaland information and implausible.ThinkingFeelingNeeded to balance benefits How an Needed to be in touch withagainst the costs and individual emotional intelligence, tomake tough decisions. makes negotiate and to reconcile.Can appear rather critical decisions Can appear irrational andand insensitive.too emotional.JudgingPerceivingNeeded for his/her What sort of Needed for his/herorganization and ability to lifestyle an flexibility, adaptability andcomplete things and see individual information gathering.them through. enjoys Can appear ratherCan appear overly rigidunorganized andand immovable.somewhat irresponsible.members played a role or number of roles. Any teams without membersplaying one of these roles would be more likely to perform at a lowerlevel of effectiveness. Of course different situations require certaindifferent emphases.He identified the following roles (see Table 2.6) with their contributionsand allowable weaknesses.89