1.Team change How to improve team effectiveness What team change looks like Management of Change- Team Change 1 Nguyen Ngoc Minh Tri Nguyen Duy Linh Huynh Hanh Nguyen Group 1

2. Management of Change- Team Change 2 3. How to improve team effectiveness Management of Change- Team Change 3 1 4. Five elements that contribute to the level of a teams effectiveness or ineffectiveness over time Management of Change- Team Change 4 Team mission Clear roles Operating processes Team inter- personal relationship Inter-team relations 5. The most effective team have a strong sense of their purpose organize their work around that purpose plan and set goals in line with that purpose Management of Change- Team Change 5 Team mission planning and goal setting In every case, without exception, when an effectively functioning team was identified, it was described by the respondent as having a clear understanding of its objective (Larson & LaFasto, 1989) 6. Team mission planning and goal setting Setting Goal: the very act of goal setting was a prime motivator for the team 16 % average improvement in effectiveness for teams that use goal setting as an integral part of team activities Examples: a marketing planning project team should set a SMART Objectives/ goals Change happens: clear goals are significantly more important when teams are involved in change. Downside: the team sticks to the out of date purpose or goal while the world has moved on Management of Change- Team Change 6 7. Team roles The best way for a team to achieve its goals is to be structured logically around those goals Individual team members need to have clear roles and accountabilities understanding of both what their individual role and the roles and accountabilities of other team members . Change happens - clarity around role has two useful functions provides a clear sense of purpose provides a supportive framework for task accomplishment Downside: situation becomes more fluid => the rigidity results in the task falling down the gaps between roles Management of Change- Team Change 7 8. Team operating processes Needs of having certain enabling processes in place for team member to carry out their work together => will allow the task to be achieved in a way that is as efficient and as effective as possible Typical areas of operating process: Management of Change- Team Change 8 Operating Process Frequency, timing, agenda of meeting Problem solving & Decision making method Ground rules Procedures dealing with conflict Reward mechanism Review Process 9. Team operating processes Change happens Need for processes to have been discussed and agreed at an earlier stage Team operating processes acts like a lubricant, enabling healthy team functioning to continue Example of the operating process in some areas: Management of Change- Team Change 9 10. Management of Change- Team Change 10 11. Team interpersonal relationships Communicate together-> Understanding among team Trust and help every teams member to be better Person to person (team) Management of Change- Team Change 11 12. Inter- team relations Working across boundaries (We are team not group) Team to team, organization to organization Management of Change- Team Change 12 13. Example of Effective team Diamond couple: http://www.viethome.co.uk/tin-tuc/tin-tuc-o-anh/30241- dam-cuoi-kim-cuong-gay-xuc-dong-cua-cap-vo-chong-gia-nguoi-anh Team mission, planning and goal setting Team roles Team operating processes Team interpersonal relationship Inter- team relations Management of Change- Team Change 13 14. Management of Change- Team Change 14 15. What team change looks like Management of Change- Team Change 15 2 16. Management of Change- Team Change 16 All teams go through a change process when: They first formed A new member arriving A key member leaving A change of scope Increased pressure from outside Change in organizational climate Tuckmans Model of Team change Any team will undergo distinct stages of development as it works or struggles toward effective team functioning. 17. Management of Change- Team Change 17 18. Management of Change- Team Change 18 19. Forming What is our primary purpose? How do we structure ourselves as a team to achieve our purpose? What roles do we each have? Who is the leader? How will we work together? How will we relate together? What are the boundaries of the team? Most important: Why do we exist on Earth? Management of Change- Team Change 19 20. Storming Have a storm inside a team. Why? The storming phase if successfully traversed will achieve clarity around all the fundamental questions of the first phase, and enable common understanding of purpose and roles to be achieved Remember It is a natural part of the process. It is a healthy part of the process. It is an important part of the process Management of Change- Team Change 20 21. Norming Management of Change- Team Change 21 Settling down of team dynamic and stepping into team norms and agreed ways of working As further challenges develop, or as individuals growth further into their roles, then further scrutiny of the fundamental questions may happen. Tuckman suggested that this settling process can be straightforward and sequential. In fact, there are team that permanently move back and forth between the norming and storming stages. 22. Performing Management of Change- Team Change 22 The team has developed a capacity to change and develop, and has learnt how to learn. The team is now ready and enable to focus primarily on its task while attending to individual and team maintenance needs. 23. Adjourning Management of Change- Team Change 23 This stage represent the period when the teams task has been completed and team member disperse. Mourning: highlighting the emotional component Transforming: as team members develop other ways of working 24. Management of Change- Team Change 24 Thanks for your listening!