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

Team changeis responsible for delivering a particular product or service either to thecustomer or to another part of the organization.These teams tend to be relatively stable in terms of team objectives,processes and personnel. Their agenda is normally focused on maintenanceand management of what is. This is a combination of existing processes andoperational strategy. Any change agenda that they have is usually on top oftheir existing agenda of meeting the current operating plan.Self-managed teamA sub-set of the work team is the self-managed team. The self-managedteam has the attributes of the work team but without a direct manager orsupervisor. This affects the way decisions are made and the way in whichindividual and team performance is managed. Generally this is throughcollective or distributed leadership.Self-managed work teams are more prevalent in manufacturing industriesrather than the service arena. Once again there is an emphasis ondelivery of service or product rather than delivering change.Parallel teamParallel teams are different from work teams because they are not part ofthe traditional management hierarchy. They are run in tandem or parallelto this structure. Examples of parallel teams are:• teams brought together to deliver quality improvement (for example,quality circles, continuous improvement groups);• teams that have some problem-solving or decision-making input,other than the normal line management processes (for example,creativity and innovation groups);• teams formed to involve and engage employees (for example, staffcouncils, diagonal slice groups);• teams set up for a specific purpose such as a task force looking at anoffice move.These teams have variable longevity, and are used for purposes that tendto be other than the normal ‘business as usual’ management. They are69