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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 knowledgea greater base of energy behind the change is providedit 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. Understanding how people react to change can help those charged with leading the change. Different people react in different ways at different times. It is important to note that this is not intended to “pigeon-hole” people, rather to understand the diverse reactions to any proposed change. If you stop to reflect, you may well be able to think of examples of changes when you have fitted in each of the five categories. 1. “Early Risers” - these people like change, almost for change’s sake. They are the first people you see with the new craze - often before you realise that it is a craze. Very often this group are into technology and have gadgets galore. They are a relatively rare breed! 2. The “Early Adapters” will follow the “Early Risers” once they are comfortable that the change is a good one, or at least that it is likely to be OK. Seeing the logic behind the change helps them accept it. They often accept that there is some element of risk involved. 3. “The Crowd” - the majority of the population will follow a change once it is becoming the accepted norm. 4. The “Legitimisers” - found within the crowd, and often amongst the slowest to be convinced naturally. They are people with two important characteristics. Firstly, they will carefully evaluate new ideas, because they are independent thinkers who need to make up their minds for themselves. Secondly, they are known and respected by the crowd. Once their minds are made up, it can help others to reach their decisions. 5. Finally, the “Resisters” - people who are against the change from the moment they hear about it. Their resistance may be passive - they will do nothing to help the change, and may grumble consistently, or it may be active resistance - where they will lobby against the change, trying hard to prevent it from happening. 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. We have a range of resources on helping team leaders bring teams together and enable them to be productive. |
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| Pause for Thought : Who are the key people in your church or organisation who could help introduce the change needed to reach your vision. | ||
