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Step 2 - Forming A Change Team

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.

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.