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

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Table 2.4Key attributes in the stages of team development79Tuckman Forming Storming Norming Performing(1965) Attempt at establishing Arising and dealing of Settling down of team Team is now ready andprimary purpose, structure, conflicts surrounding key dynamic and stepping enabled to focus primarilyroles, leader, task and questions from forming into team norms and on its task while attendingprocess relationships, and stage agreed ways of working to individual and teamboundaries of the teammaintenance needsSchutz In or out Top or bottom Near or far(1982) Members decide whether they are Focus on who has power and Finding levels of commitment andpart of the team or not authority within the team engagement within their rolesModlin Structuralism Unrest Change Integrationand Faris Attempt to recreate Attempt to resolve power Roles emerge based on Team purpose and structure(1956) previous power within and interpersonal issues task and people needs emerge and accepted,new team structures Sense of team emerges action towards team goalsWhittaker Preaffiliation Power and control Intimacy Differentiation(1970) Sense of unease, unsure of Focus on who has power Team begins to commit to Ability to be clear aboutteam engagement, which is and authority within the task and engage with one individual roles andsuperficial team another interactions becomeAttempt to define rolesworkmanlikeHill and Orientation Exploration ProductionGruner Structure sought Exploration around team roles and Clarity of team roles and team(1973) relations cohesionBion Dependency Fight or flight Pairing(1961) Team members invest the leaders Team members challenge the leaders Team members form pairings in anwith all the power and authority or other members attempt to resolve their anxietiesTeam members withdrawScott Peck Pseudocommunity Chaos Emptiness Community(1990) Members try to fake Attempt to establish Giving up of expectations, Acceptance of each otherteamliness pecking order and team assumptions and hope of and focus on the tasknormsachieving anything
The underpinning theoryIf we were to take a logical rational view of the team we could imaginethat this could all be accomplished relatively easily and relativelypainlessly. And sometimes, on short projects with less than five teammembers, it is. However human beings are not completely logical rationalcreatures, and sometimes this process is difficult. We all have emotions,personalities, unique characteristics and personal motivations.As we saw when we were exploring individual change, human beingsreact to change in different ways. And the formation of a new team isabout individuals adjusting to change in their own individual ways.Initially the questions may be answered in rather a superficial fashion.The primary task of the team might be that which was written down in amemo from the departmental head, along with the structure they firstthought of. The leader might typically have been appointed beforehandand ‘imposed’ upon the team. Individuals’ roles are agreed to in an initialand individual cursory meeting with the team leader.The team may agree to relate via a set of groundrules using words thatnobody could possibly object to, but nobody knows what they reallymean in practice: ‘be honest’, ‘team before self’, ‘have fun’, and so on.StormingTuckman’s next stage is storming. This is a description of the dynamic thatoccurs when a team of individuals come together to work on a commontask, and have passed through the phase of being nice to one another andnot voicing their individual concerns. This dynamic occurs as the teamstrives or struggles to answer fully the questions postulated in theforming stage.Statements articulated (or left unsaid) in some fashion or form mightinclude ones such as:• 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 thisbefore?• I don’t know whether I can work productively with these people.80
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MAKINGSENSE OFCHANGEMANAGEMENTiii
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Publisher’s noteEvery possible ef
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Contents2 Team change 62Introductio
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AcknowledgementsWe want to start by
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xiiTHIS PAGE IS INTENTIONALLY LEFT
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Making sense of change managementne
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Introductiondiscarding those you do
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Making sense of change managementma
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The underpinning theoryWe divided t
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1Individual changeINTRODUCTIONThis
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The underpinning theoryBehaviouralC
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The underpinning theoryConscious an
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The underpinning theorybehaviour’
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The underpinning theoryway they beh
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The underpinning theoryReinforcemen
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The underpinning theoryclose superv
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The underpinning theoryMuch groundb
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Page 45 and 46: The underpinning theoryTHE PSYCHODY
Page 47 and 48: The underpinning theorykicks in. Ho
Page 49 and 50: The underpinning theoryVirginia Sat
Page 52 and 53: Individual changeOld status quoFore
Page 54 and 55: Individual changeTable 1.4The psych
Page 58 and 59: Individual changeare going on insid
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Page 62 and 63: Individual changeAlthough your awar
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Page 66 and 67: Individual changeTable 1.5Myers-Bri
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Page 70 and 71: Individual change• Fear of punish
Page 72 and 73: Individual changeTable 1.6Behaviour
Page 74 and 75: Individual change• There are four
Page 76 and 77: Team changedevelop strategies for m
Page 78 and 79: The team members work together on c
Page 80 and 81: Team changeTable 2.2Types of teamTe
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Page 84 and 85: Team changeMatrix teamMatrix teams
Page 86 and 87: Team changeThe senior management te
Page 88 and 89: Team changeTeam rolesThe best way f
Page 90 and 91: Table 2.3Effective and ineffective
Page 94 and 95: Team change• How can we achieve o
Page 96 and 97: Team changeusually some highly indi
Page 98 and 99: Team changeleader to encourage the
Page 100 and 101: Team changeit comes to change, peop
Page 102 and 103: Team changeTable 2.5Complementarity
Page 104 and 105: STOP AND THINK!Q 2.8Q 2.9What team
Page 106 and 107: Table 2.7Teams going through change
Page 108 and 109: Team changeSUMMARY AND CONCLUSIONS
Page 110 and 111: 3Organizational changeThis chapter
Page 112 and 113: Organizational changeMorgan identif
Page 114 and 115: Organizational change• each indiv
Page 116 and 117: Organizations as organismsOrganizat
Page 118 and 119: This metaphor is the only one thatb
Page 120 and 121: Organizational changeTable 3.1conti
Page 122 and 123: MODELS OF AND APPROACHES TOORGANIZA
Page 124 and 125: Organizational changedefining the c
Page 126 and 127: Organizational changegroups of peop
Page 128 and 129: Organizational changeKOTTER’S EIG
Page 130 and 131: Organizational changeC = [ABD] > XC
Page 132 and 133: Organizational change• practical
Page 134 and 135: Organizational changeThis model pro
Page 136 and 137: William Bridges, managing the trans
Page 138 and 139: Organizational changeNew beginningB
Page 140 and 141: Organizational change• managing t
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Organizational changeSenge et al sa
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Organizational change• ‘We keep
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Organizational changeno use at all.
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Organizational change• There are
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STOP AND THINK!Q 3.7Q 3.8Q 3.9Organ
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Leading change• different leaders
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Leading changethe harsh reality of
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Leading changevisionary leadership
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Leading changeVISIONARY LEADERSHIPW
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Leading changeBass: proof that visi
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Leading changeHeifetz and Laurie: v
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Leading changeAs we write this book
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Leading changeROLES THAT LEADERS PL
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Leading changeDifferent types of le
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Leading changeTable 4.4Roles in a c
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STOP AND THINK!Q 4.5Leading changeU
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Leading changeTHE COERCIVE-AFFILIAT
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Goleman: the importance of emotiona
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Leading changea leader, the chance
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Leading changeTable 4.6Leadership o
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Leading changeRosabeth Moss Kanter:
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Leading changeLeadership for the en
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Leading change• Help people to di
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Leading changeTable 4.8Development
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Leading change• Habit 4: Think wi
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Leading change• Inner leadership
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Part TwoThe applicationsStrategy is
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The applicationsInternal and/or ext
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The applicationstackle cultural cha
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5RestructuringWe trained hard. But
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Restructuring[W]hen DuPont announce
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RestructuringThis leads to the foll
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Restructuringmade very clear. Secon
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RestructuringNew working relationsh
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RestructuringRISKS OF NEW STRUCTURE
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Advantages Enables the Controlled b
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RestructuringLearning from previous
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Project planning and project implem
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RestructuringFuture direction and s
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RestructuringTo prevent the rumour
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Restructuringorganizations are not
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RestructuringTable 5.3Disclosed and
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Restructuringregaining their self-w
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RestructuringTeams need to develop
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Team relations Highlight the need f
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Inter-team Review level of Review l
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RestructuringCONCLUSIONRestructurin
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Mergers and acquisitionsThe chapter
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Mergers and acquisitions• cost re
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Mergers and acquisitionsTable 6.1Co
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Mergers and acquisitionsSelden and
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Mergers and acquisitions• company
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Mergers and acquisitionsGet the str
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Mergers and acquisitionsside of the
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Mergers and acquisitionsNew culture
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Mergers and acquisitionsKeep custom
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Mergers and acquisitionsUse a clear
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their personal style, personal hist
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Mergers and acquisitionsStageTable
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Mergers and acquisitionsTable 6.4Ho
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Mergers and acquisitions• Get inf
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Mergers and acquisitionsguide the i
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Mergers and acquisitionsSUMMARYTher
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7Cultural changeIf you were asked t
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Cultural change• a guided evoluti
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GUIDELINES FOR ACHIEVING SUCCESSFUL
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Cultural changeAct as role modelsMa
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Cultural changedo these changes hav
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Clarity and impact of core values a
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experiment with a development proce
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Cultural change• Breaking the mou
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Cultural changeHighShow it to me!Pr
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Gaining commitmentCultural changeIt
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Cultural changeSupporting individua
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Cultural changeThe concept of the b
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Cultural changeValue: learningBehav
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8IT-based process changeIT has beco
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IT-based process change• enable c
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IT-based process changegauge how mu
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IT-based process changeThe IS manag
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IT-based process change• Process
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IT-based process change• External
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The emergence of rapid development
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IT-based process changeWhat skills
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IT-based process changeAN EXAMPLE O
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IT-based process changeprocesses, w
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IT-based process changeStep oneStep
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IT-based process changeCHANGING THE
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IT-based process change• Since pe
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IT-based process changedecision-mak
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Part ThreeEmerging inquiriesYou can
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Complex change• when is change co
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Complex change• the system is non
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There are some important principles
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Complex changethis thinking to larg
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Complex changeemerges, that is, the
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Complex changeFeedbackOne of the ch
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Complex changethese ideas and pract
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Complex changeare not really what m
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Complex changeThe final stage invol
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on ordinary conversation that sits
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10The right way to managechange?INT
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Miller (2002) summarized the findin
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in the change and also their line m
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The right way to manage change?Unde
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The right way to manage change?100
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The right way to manage change?Ther
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LEADING CHANGEThe right way to mana
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The right way to manage change?•
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The right way to manage change?appr
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create the right conditions for cha
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ConclusionSo what did we set out to
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HOW TO GET IN TOUCH WITH THE AUTHOR
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ReferencesBell, B and Kozlowski, S
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ReferencesGoleman, D (2000) Leaders
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ReferencesMaslow, A (1970) Motivati
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ReferencesSchein, E and Bennis, W (
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Index(italics indicate figures or t
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Indexprinciples 315tools to support
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Indexoutcomes 5outer leadership 165
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Indexproject sponsor 70project team
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www.koganpage.comOne website.A thou
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