A Smooth Sea Never Made a Skillful Sailor: Committing the Change Team
I was always thinking that in order to become and enjoy being a project manager, someone has to find pleasure in being challenged by his/her own team. When the project or program induces an organizational change and we are talking about the role of managing the change team, this challenge may turn into an exercise in masochism. You are suddenly responsible not only to manage your team, not only to convince them about the benefits and the necessity of the change, but to motivate them to enthusiastically “sell” this change to the rest of the organization despite its resistance.
Being equipped with technical project management tools and techniques is not enough for such an endeavor. So you might ask: What else do I need? To get an appropriate answer, we will approach the border of psychology and explore team dynamics theories.
The Relevance of Team Dynamics in the Context of Change
We know that every team is influenced by its members’ behaviors and personalities, and by the relationships among its members (just to name a few). The team’s behavior and performance are what we call team dynamics. “They are like undercurrents in the sea, which can carry boats in a different direction to the one they intend to sail,” says S.P. Myers (author of the “Management Team Role – MTR” questionnaire).
The effect of team dynamics can
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