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

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Team <strong>change</strong>The senior <strong>management</strong> team in any organization is the team mostlikely to be held responsible for the organization’s ultimate success orfailure. It is in a pivotal position within the organization. On the one h<strong>and</strong>it is at the top <strong>of</strong> the organization, <strong>and</strong> therefore team members have acollective leadership responsibility. On the other h<strong>and</strong> it is accountable tothe non-executive board <strong>and</strong> shareholders in limited companies, or topoliticians in local <strong>and</strong> central government, or to trustees in not-for-pr<strong>of</strong>itorganizations. Along with the <strong>change</strong> team (see below) the <strong>management</strong>team has a particular role to play within most <strong>change</strong> scenarios, for it is itsmembers who initiate <strong>and</strong> manage the implementation <strong>of</strong> <strong>change</strong>.Change teamChange teams are <strong>of</strong>ten formed within organizations when a planned orunplanned <strong>change</strong> <strong>of</strong> significant proportions is necessary. We have separatedout this type <strong>of</strong> team because <strong>of</strong> its special significance. Sometimesthe senior <strong>management</strong> team is called the <strong>change</strong> team, responsible fordirecting <strong>and</strong> sponsoring the <strong>change</strong>s. Sometimes the <strong>change</strong> team is aspecial project team set up to implement <strong>change</strong>. At other times the<strong>change</strong> team is a parallel team, set up to tap into the organization <strong>and</strong> bea conduit for feedback as to how the <strong>change</strong>s are being received.Obviously different organizations have different terminologies, sowhat in one organization is called a project team delivering a <strong>change</strong> willbe a <strong>change</strong> team delivering a project in another organization.More <strong>and</strong> more organizations also realize that the <strong>management</strong> <strong>of</strong><strong>change</strong> is more likely to succeed if attention is given to the people side <strong>of</strong><strong>change</strong>. Hence a parallel team drawn from representatives <strong>of</strong> the wholeworkforce can be a useful adjunct in terms <strong>of</strong> assessing <strong>and</strong> responding tothe impact <strong>of</strong> the <strong>change</strong>s on people.We see the <strong>change</strong> team as an important starting point in the <strong>change</strong>process.STOP AND THINK!Q 2.4Of the teams <strong>of</strong> which you are a member, which are more suitableto lead <strong>change</strong> <strong>and</strong> which more suitable to implement <strong>change</strong>?Justify your answer.73

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