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

Team changeleader to encourage the team members to continue in their endeavoursand to take personal responsibility for moving things on. Collaborativeworking requires greater openness of communication and data flow.Moving through cohesion and cosinessTurquet (1974) has added a fourth assumption, labelled oneness. This iswhere the team seems to believe it has come together almost for a higherpurpose, or with a higher force, so the members can lose themselves in asense of complete unity.There are parallels to the stage of performing, but somehow, onceagain, the team has fallen into an unconscious detraction from theprimary task in hand. Attainment of a sense of oneness, cohesiveness orindeed cosiness is not the purpose the team set out to achieve. Good andclose team working is often essential and can be individually satisfying,but it is not the purpose. Too much focus on team cohesion can lead toabdication from the task, and is only a stage on the way to full teamworking. The goal is interdependent working co-existing with collaborativeproblem solving. This requires the leader to set the scene and thepace, and team members to act with maturity.See Chapter 4 for more ideas on leading change.STOP AND THINK!Q 2.7Imagine that you are one of a team of five GPs working at a localpractice. You want to initiate some changes in the way the teamapproaches non-traditional medical approaches such as counselling,homeopathy and osteopathy. The GPs meet monthly forone hour to discuss finances and review medical updates. Theydo not really know each other well or work together on patientcare. There is no real team leader, although the Practice Managertakes the lead when the group discusses administration.Using one of the models of team development described above,explain how you could lead the team towards a new way ofworking together. What obstacles to progress do you predict, andhow might you deal with them?85