Step 2 - Forming A Change Team
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The purpose of a change team is to ensure that
the change is introduced as quickly as is appropriate, as smoothly as is possible, and
with maximum acceptance by the wider organisation. A team offers a number of advantages
over an individual introducing the change:
 | there is greater diversity of experience, gifts and knowledge |
 | a greater base of energy behind the change
is provided |
 | it forces the organisation to think through
the impact of the change. |
 | it provides a broader base of relationships
to handle issues on a personal level. |
 | it communicates a sense of importance and
purpose about the need to change. |
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The purpose of the team is to introduce the change
to the organisation, rather than work out what the change should be. If a previous team
has been working on the definition of the change, then it may well be appropriate for
members of that team to continue on the team since they will have a clear understanding of
the detail involved with the change and the reasons for it. However, it will nearly always
be preferable to change some members of the team.
Optimum team size depends upon the scale of the change to be introduced, and the size of
the organisation, but will often be between 3 and 7 members.
Click here to explore five different reactions to change. The
change team should be biased towards those who are in favour of the change (Early
Risers/Early Adapters) but also include one or two legitimisers, who will lend credibility
to the team. It is useful if the team includes people who are well known and respected
within the organisation. Particular skills which are useful within the team are
presentation and communication skills, interpersonal skills and someone with a
"completer/finisher" slant who can ensure that the detail is attended to.
The vision for change, and the appointment of a change team should be explicitly
communicated to the wider organisation.
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