Team Change and the Change Agent

Teams have a shared goal and coordinated activity, while groups might not have a specific common purpose.

A change agent guides and influences teams during organizational change.

How individuals interact and influence each other within a team, impacting its effectiveness.

A temporary team focused on a specific project, with a defined start and end.

A team responsible for overseeing and directing a department or division within an organization.

A team dedicated to implementing change and managing its impact within an organization.

Different people react to change in distinct ways, influencing how they work in teams.

Organizations use various teams (e.g., self-managed, parallel, matrix) with unique structures and purposes.

Change agents are identified as leaders or senior executives who initiate or sponsor large-scale organizational change.

Change agents are middle-level managers or specialists who adapt and support strategic change within departments.

Change agents are external or internal consultants who provide advice, expertise, and project management to facilitate change.

Change agents are teams of managers, specialists, and employees (internal/external consultants) who work at different levels to support organizational change.

Individuals or teams who drive and support organizational changes, operating at various levels.

Change agents identified as executives sponsoring significant strategic changes.

Change agents are department heads implementing strategic changes within the function.

Change agents are teams of managers, specialists, and employees at various levels supporting organizational changes.

A structured framework of steps in a consulting engagement, essential for effective change management.

A change agent who is brought in because the organization lacks certain knowledge or skills.

A change agent acting as support staff to help with tasks or capacity

A change agent who works alongside the organization to create solutions, focused on collaboration.

Students actively involved in improving their learning and higher education experience.

Students taking an active part in the change process, not just passively receiving information.

A student-led approach to investigate and improve aspects of their higher education.

Leadership models with clear sponsorship and direction, using power and authority to drive change. Senior management commitment is visible.

Potential for top-down approach to be too directive, neglecting 'voices from below' and dissenting opinions.

Translate strategic visions to local actions, close to the "coal face" with direct knowledge of what works.

Potential capacity and capability issues for middle managers, potential for senior management to abdicate responsibility.

Coaching, advising, and partnering with the organization, potentially offering change management expertise.

Can be detached from the organization without clear commitment, possibly impacting staff.

Models emphasizing the importance of diverse team members, both with change management expertise and business knowledge, to ensure a broad perspective.

Team models can replicate organizational dysfunction, becoming fragmented and isolated from the rest of the organization.

Different theoretical perspectives explain how change agents effectively lead change.

Skills needed to guide change and mitigate resistance.

Essential leadership qualities that effective change agents possess.

The most successful leadership style adopted to successfully guide change efforts.

Evaluating the effectiveness of student engagement in generating change.

Process for selecting students to be involved in change initiatives.