1.The leadership issues in team change How individuals affect team dynamics Nguyen Duy Linh Nguyen Ngoc MinhTri Huynh Hanh Nguyen Management of change- Team Change 1

2. Management of change- Team Change 2 3. Management of change- Team Change 3 4. Moving through dependency In any team formation the first thing people look for is someone to tell them what to do The leader is expected to look after, protect and sustain the members of the group, to make them feel good, and not to face them with the demands of the groups real purpose. Management of change- Team Change 4 5. Moving through conflict The realThe real threat is from within, and the potential for conflict is between the leader and the rest of the team, and between team members themselves The leadership task here is to surface any of these dynamics and work them through, either by the building of trust and the frank, open and honest exchange of views, or by seeking clarity and gaining agreement on roles and responsibilities. is from within, and the potential for conflict is between the leader and the rest of the team, and between team members themselves The leadership task here is to surface any of these dynamics and work them through, either by the building of trust and the frank, open and honest exchange of views, or by seeking clarity and gaining agreement on roles and responsibilities. Management of change- Team Change 5 6. Moving towards creativity Once again there is a preoccupation.This time it is about creating something new, but in a fantasized or unreal way, as a defence against doing anything practical or actually performing. Collaborative working requires greater openness of communication and data flow. Management of change- Team Change 6 7. Moving through cohesion and cosiness This is where the team seems to believe it has come together almost for a higher purpose, or with a higher force, so the members can lose themselves in a sense of complete unity. The goal is interdependent working co-existing with collaborative problem solving.This requires the leader to set the scene and the pace, and team members to act with maturity. Management of change- Team Change 7 8. Management of change- Team Change 8 9. MBTI The Myers BriggsType Indicator (MBTI) Management of change- Team Change 9 10. Grouping to 4 categories: MBTI type by Quadrant IS Thoughtful Realist IN Thoughtful Innovator ES Action Oriented Realist EN Action Oriented Innovator What they are most concerned with Practicalities Thoughts, ideas, concepts Actions New ways of doing things How they learn Pragmatically and by reading and observing Conceptually by reading, listening and making connections Actively and by experimentation Creatively and with others Where they focus their change efforts Deciding what should be kept and what needs changing Generating new ideas and theories Making things better Putting new ideas into practice Motto If it isnt broke dont fix it Lets think ahead Lets just do it Lets change it 11. MBTI and teams Change happens: people with different preferences react differently to change Similarly when they are in a team Typical reaction: If it isnt broke dont fix it Lets think ahead Lets just do it Lets change it 12. MBTI and teams Use of MBTI in team when facing change: Identify individuals and the teams strengths to be capitalized on and weaknesses that need to be supported help aid understanding Allocate tasks efficiently: different team tasks suitable for different types 13. MBTI and teams Similar vs Differences Similarity Differences Sooner common understanding Longer to understand the quicker the decision making process the longer the decision making process the greater possibility of error and the larger exclusion of possibilities the more views and opinions will be taken into account. 14. MBTI and teams teams valuing different types can experience less conflict Case of management team Fewer people of the feeling types and perceiving types 15. Complementary and conflict in team Management of change- Team Change 15 Extraversion Needed to raise energy, show enthusiasm , make contacts and take action. But they can appear superficial, intrusive and overwhelming. Where individuals draw their energy from Introversion Needed for thinking things through and depth of understanding. But can appear withdrawn, cold and aloof. Sensing Needed to base ideas firmly in reality and be practical and pragmatic. Can appear rather mundane and pessimistic. What an individual pays attention to or how he/she receives data and information Intuition Needed to prepare for the future and generate innovative solutions. Can appear to have head in the clouds, impractical and implausible. 16. Management of change- Team Change 16 Thinking Needed to balance benefits against the costs and tough decisions. Can appear rather critical and insensitive. How an individual makes decisions Feeling Needed to be in touch with emotional intelligence, to negotiate and to reconcile . Can appear irrational and too emotional. Judging Needed for his/her organization and ability to complete things and see them through. Can appear overly rigid andimmovable . What sort of lifestyle an individual enjoys Perceiving Needed for his/her flexibility, adaptability and information gathering. Can appear rather unorganized and somewhat irresponsible. 17. Management of change- Team Change 17 18. Belbin team-role Team Role Contribution Allowable weakness Plant Creative, imaginative, unorthodox. Solves difficult problem Ignore incidentals. Too preoccupied to communicate effectively. Resource Investigator Extrovert, enthusiastic, communicative. Explores opportunity. Develops contacts Over optimistic. Loses interest once initial enthusiasm has passed. Co-ordinator Mature, confident, a good chair person. Clarifies goals, promotes decision- making, delegates well. Can be seen as manipulative. Offloads personal works Shaper Challenging, dynamics, thrives on pressure. The drive and courage to overcome obstacles. Prove to provocation. Offends peoples feelings. Management of change- Team Change 18 19. Management of change- Team Change 19 Team role Contribution Allowable weakness Monitor evaluator Sober, strategic, and discerning. Sees all options. Judges accurately. Lacks drive and abilities to inspire others Teamworker Cooperative, mild, perceptive and diplomatic. Listens, builds, and adverts friction. Indecisive in crunch situation. Implementer Disciplined, reliable, conservative, and efficient. Turns ideas into practical actions. Somewhat inflexible. Slow to respond to new possibilities. Completer Finisher Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time. Inclined to worried more than normal. Reluctant to delegate. Specialist Single- minded, self- staring, dedicated. Provide knowledge an skill in rare supply Contributes to only a narrow front. Dwell on technicalities. 20. Thank you for your listening! Management of change- Team Change 20