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

94Table 2.7continuedTeam type Virtual Network Management ChangePropensity to Limited unless Potentially large Theoretically and practically Raison d’êtreinitiate change project specific depending on nature and high. Typically should be thecomposition of group team that initiates changePropensity to Dependent on Dependent on purpose Theoretically and practically high. Theoretically andadapt to change purpose and team and team members Sometimes will have difficulty practically highmembersadapting to others’ changeAdvantages Brings disparate Wide reaching, so good Powerful, so makes an impact Has increased energyduring change groups together for sharing sense of and sense of purposeif tightly focused purpose and sense of because it was set upurgencyto make changehappenDisadvantages Lack of cohesion Not good for monitoring Often resistant to changing Not impactful if itduring change means purpose implementation because through lack of time or lack of lacks influencemay be of lack of process and teamwork, so role modelling of (presence ofmisunderstood regularity desired changes can be weak. powerful people)and importantFocus on events after the launchissues are notraisedoften poor due to packed agendaand belief that it will all happensmoothlyAdvice for Involve the key virtual Good for Do something surprising yourself Recruit powerfulleaders teams early – especially initiating ideas if you want your management peoplethe leaders and shapers, and spreading team to change the way it works. Work on alignmentbut do not expect them the word Insist on role modelling. Ensure resourcesto implement anythingKeep your eye on the ballcomplicatedbecause there will be problems