Lecture 7 - Team Change And The Change Agent PDF

Team Change and the Change Agent Dr. Petya Koleva ©copyright, Heriot-Watt University, 2024  Learning Objectives To differentiate between a team and a group To differentiate between individuals’ preferences for init...

Team Change and the Change Agent Dr. Petya Koleva ©copyright, Heriot-Watt University, 2024  Learning Objectives To differentiate between a team and a group To differentiate between individuals’ preferences for initiating or adapting to change when with others To understand the diversity of roles and influence required within a team To understand the role of the change agent in the change process ©copyright, Heriot-Watt University, 2024  Main Points Individuals, groups, teams and management have different perspectives, preferences and roles within an organization. Improvement of team effectiveness will lead to change being managed more effectively. Individuals affect team dynamics ©copyright, Heriot-Watt University, 2024  Discussion Video Who Moved My Cheese: An Amazing Way to Deal with Change in Your Work and in Your Life by Spencer Johnson. YouTube Video – https://www.youtube.com/watch?v=VsSNMzgsE7U ©copyright, Heriot-Watt University, 2024  Discussion Points – Teams The canteen payment has received a number of complaints. Staff paid a monthly ‘salary sacrifice’ in order to eat up to two meals a day in the canteen. Some staff used this and ‘got their monies worth’. Others felt that they were paying for something that they didn’t use because of shift patterns. A project team was set up to change the payment system. Who would be in this team? How is this team different to a ‘Work Team’ or a ‘Management Team?’ What are the issues for members of the Project Team? What might be the essential differences between focusing in on the policy and the way employees are reacting? (project team vs change team) ©copyright, Heriot-Watt University, 2024  Types of organizational team Self-managed team Parallel team Matrix team Virtual team Networked team Management team Project team Change team ©copyright, Heriot-Watt University, 2024  Team preferences and roles Consider how individuals affect team dynamics. People react in different ways and when working as part of a team, individuals can influence or be influenced by other team members. Myers-Briggs Type Indicator (Cameron and Green, 2024, 83) suggests that there are four types of individual, each with a different preference and reaction to change. Consider the different personalities within a team you know in relation to each of the four types. How might individuals influence or be influenced by others? Consider team members in relation to Belbin’s team roles (Cameron and Green, 2024, 86). ©copyright, Heriot-Watt University, 2024  The Change Agent - Main Points Caldwell’s (2003) models of change agency is examined in Cameron and Green (2024, 200) and details the strengths and concerns of the different approaches: Leadership models Management models Consultancy models Team models ©copyright, Heriot-Watt University, 2024  Models of Agency Agency Definition Leadership Models Change agents are identified as leaders or senior executives at the very top of the organization who envision, initiate or sponsor strategic change of a far-reaching or transformational nature. Management Change agents are conceived as middle level managers and functional Models specialists who adapt, carry forward or build support for strategic change within business units or key functions. Consultancy Change agents are conceived as external or internal consultants who Models operate at a strategic, operational, task, or process level within an organization, providing advice, expertise, project management, change programme coordination, or process skills in facilitating change. Team Models Change agents are conceived as teams that may operate at a strategic, operational, task, or process level within an organization and may include managers, functional specialists and employees at all levels, as well as internal and external consultants. Cameron and Green (2024) Table 5.1 ©copyright, Heriot-Watt University, 2024  Key strengths of Caldwell’s four models and potential concerns Key Strengths Things to watch out for Leadership Clear sponsorship and clear direction. Potential for the change to be too top-down and have too Models Power and authority to ‘make change happen’. directive an approach. Stakeholders can see the commitment of senior If leaders are unresponsive there is the potential for ‘voices from management to the change. below’ not to be heard and those with different views to be seen as resistors. Management The ability to translate strategic vision to more local Capacity and capability issues for middle managers given their Models actions. necessary attention on business-as-usual as well as the Much nearer the ‘coal face’ so greater knowledge of changes. They may be ill-equipped with the necessary skills and what works and what doesn’t. resources. Senior managers can abdicate responsibility. Ability for more immediate feedback. Consultancy Ability to coach and advise and work in partnership with Can be detached with no demonstrable commitment to the area Models the organization. undergoing change. Staff might feel ‘done to’. Change management expertise and experience in a May have no power or authority to progress the changes or no multitude of settings. explicit or implicit ‘licence to operate’. Can use their objectivity to the full as they have (ideally) Driving for delivery (in order to invoice!) and diminishing others no personal (career or job-related) investment in the with their expertise. solutions. May be limited skills transfer into the organization. Can take more of a whole systems view. Team Models Have the ‘requisite variety’ of people on the team. Can replicate the organizational dysfunction by becoming Both change management expertise and business fragmented knowledge. and dysfunctional themselves. Have a greater network into the organizational system. Can become insular and isolated from the rest of the ©copyright, Heriot-Watt University, 2024 organization.  The Consulting Process Whichever of Caldwell’s models you use, there needs to be strong contracting between the change agent and the leadership line, which is best supported by a clear consulting process. It makes sense to identify the stages of the classical consulting process to establish such a framework, and this section will look at each of these stages, together with the typical features and imperatives of each stage. Before we look at the process itself it is worth understanding the types of roles a change agent can play within it. Block (2000) sees that there can be three types of role that the change agent can play in the consulting process: 1. The Expert – someone who is brought in because other people in the organization need someone who knows what to do and how to do it. The organization doesn’t have the capability without the expert, so this is a directive role. 2. The Extra Pair of Hands – someone who is brought in to help out because the organization doesn’t have the capacity. This is a more compliant role and the subject of direction. 3. The Collaborative Role – someone who has expertise and experience in the change field. They can collaborate with people within the system to make sense jointly of the situation and what needs to be addressed. They can work alongside people to facilitate the process of change and support leaders to step up to what’s required of them. ©copyright, Heriot-Watt University, 2024  Reading for Discussion Activity Quality Assurance Agency for Higher Education (QAA) introduced the idea of students being actively engaged in the change process. The paper in the link below examines the initiative and reports on some examples of practice. Rethinking the Values of Higher Education – students as change agents? By Professor Janice Kay, Elisabeth Dunne and James Hutchinson. https://dera.ioe.ac.uk/id/eprint/1193/1/StudentsChangeAgents.pdf ©copyright, Heriot-Watt University, 2024  Reading for Discussion Activity This report in the link below extensively highlights the student-led action research initiative at University of Exeter, that brought together staff and students to improve experiences of higher education. Students as Change Agents: New ways of engaging with learning and teaching in Higher Education by Elisabeth Dunne and Roos Zandstra, University of Exeter. http://www.sparqs.ac.uk/ch/E3%20Students%20as%20Change%20Agents% 20-%20University%20of%20Cumbria.pdf ©copyright, Heriot-Watt University, 2024  Questions After reviewing the reports discuss the following To what extent is the student as change agent more than just the student voice? How effective is student engagement in facilitating change? What are the disadvantages and advantages of ‘student as change agent’? ©copyright, Heriot-Watt University, 2024  Possible considerations as part of the answer discussion Fair? How are students selected? Equitable? Do all students have equal opportunity? Transparent? Is the process visible to all? Representative? Are all students represented, including part time, distance learners, mature, international? Hidden agendas? Do students or institutions have agendas that are not disclosed, such as financial or performance pressures? Is student engagement a threat or challenge? Alternatives? What are the options, other approaches? ©copyright, Heriot-Watt University, 2024 Possible considerations as part of the answer discussion Peer Pressure – students influence and are influenced by other students Communication is key Students are no longer just customers. Takes time to implement and to see the rewards Students know what matters to them Students have ideas on what needs to be changed Involvement in the change process helps to achieve successful change. ©copyright, Heriot-Watt University, 2024  Learning Activity You are required to research the following question What is the role of those leading the change? The task is to think about the questions on the next slide while researching and making notes (remembering to include citations or quotations as per Harvard Guide and recording the details of the source to compile a Reference List in accordance with the requirements of Harvard Guide). ©copyright, Heriot-Watt University, 2024  1. Explain the role of a change agent. 2. What are the significant differences between theories on the role of a change agent? 3. What do academic sources suggest are the people skills required to manage change and to minimize resistance to change? 4. What do academic sources on management of change suggest are the attributes that people need to be the most effective leaders? 5. What leadership style is best to achieve success as a change agent? 6. How do change agents help organizations to ensure team involvement in and the achievement of objectives? 7. How do change agents help organizations achieve their objectives? ©copyright, Heriot-Watt University, 2024  References Black, J. S. (2014) It starts with one: changing individuals changes organizations. 3rd edition. New Jersey: Pearson Education, Inc. (Chapter 7) Burnes, B. (2014) Managing Change. 6th edition. Harlow: Pearson Education, Inc. Carnall, C. A. and By, R. T. (2014) Managing change in organizations. 6th edition. Harlow: Financial Times Prentice Hall. Schein, E. H. (2010) Organizational culture and leadership. 4th edition. San Francisco, CA : Jossey-Bass. ©copyright, Heriot-Watt University, 2024  Further Reading Forsyth, P. (2010) How to motivate people. 2nd edition. London: Kogan Page. This is an excellent read on how to motivate staff to get the most of staff and teams. This book provides guidelines on how to increase positivity and reduce resistance and negativity to maximize team and individuals’ performance. ©copyright, Heriot-Watt University, 2024