By Elisabeth Goodman and Lucy Loh
Lucy Loh and Elisabeth Goodman have been preparing a few publications and seminars that deal with enhancing team effectiveness, strategies for personal and organisational change, and team development in the context of project management. We thought it would therefore be timely to write a series of blogs picking up on some of our thinking in these areas.
All organisations, whether in the public, third or private sector, are continuing to experience organisational change on a large scale. Whether this involves reshaping, redefinition of roles or just addressing internal efficiencies, all of these bring huge challenges.
At the same time, teams within these organisations must continue to deliver today as well as achieve changes to their own roles and services for delivery tomorrow.
Challenges facing today’s teams
As we write, in the second half of 2011, many global economies, including the UK’s, are undergoing unprecedented change. These macroeconomic changes are triggering change at all levels in the public, private and third sectors. The public sector faces the challenge of having to do ‘more with less’. The private sector is seeking increased efficiencies and effectiveness, and is looking at innovation of products, services and the ways in which it does business. The third sector has the opportunity, and challenge, to take on activities previously performed by the public sector.
Although today’s wave of change has been primarily created by economic conditions, change is now a constant, so this series of blogs is relevant whatever the trigger for change.
Impact on organisations
The economic conditions have created a scale and rate of change to challenge organisations, and the teams within them, as never before. Within organisations, some teams are being downsized, with difficult choices to make about which people to retain and which to let go. Often, a team is in the position of waiting and watching as the change ripples down the organisational layers towards them. Some teams are being reorganised, revising their priorities, or making a case for their survival. Teams are being asked to be more effective than ever, at a time when they are under more pressure than ever.
Impact on individuals and teams
It is important to recognise that all change involves people: what they do, and / or how they do it. Many people in today’s organisations have spent their working lives in a period of relative stability. Their expectations about the emotional ‘contract’ with the organisation (their future, their working style, and terms and conditions) may now be challenged, leading to a sense of uncertainty and instability. Their job content (what a job comprises, how it is to be done, and how performance is assessed) may have been stable for years.
For many individuals, change is demanding, personally and emotionally, as things that were important in the past are put aside, and new ways of working take their place. But change also offers an opportunity for renewal: to look again at what each team does, and to reposition the team to meet the voice of its customers.
To sustain team effectiveness during change, engagement of the team throughout the process is crucial. As Peter Senge said, “People don’t resist change. They resist being changed”. We believe that it is the uncertainty associated with change that can be so difficult and painful to cope with, and that everyone needs to feel that they have some sort of control over their situation. Team leaders should value expressions of resistance as an opening up of dialogue on what people are thinking and feeling, paving the way for constructive discussion on how best to go forward.
External and internal drivers of change
Some organisational change is driven by factors outside the organisation, to which it then has to react. In other cases, an organisation can proactively choose to change, interpreting the changes in customers, services and demand likely in the future and reshaping itself accordingly. In each case, a particular team may discover that its customers have changed, or the needs and wants of their existing customers have changed. This means that the value which the team delivers to its customers must also change, which in turn alters the nature of the team itself, its roles, and what ‘good quality’ looks and feels like.
In addition, the team members will have a wider set of established stakeholders with whom they have a good relationship, and whose needs and styles of working they understand well. As the organisation changes, the stakeholders for the team may change, bringing the need to build relationships with a new set of people.
The UK local government election in May 2011 offers a vivid example of change in organisational values. A number of councils changed from leadership by one political party to leadership by another, with a substantial turnover in the Councillors themselves. The incoming Councillors held different political views and values (political and other), and had different manifesto commitments to the outgoing Councillors. Almost overnight, the local government officers needed to stop working with previous Councillors, and begin adapting to a new programme of work described in the manifesto. This is change at its most radical: a new direction, new values, new stakeholders, a new programme of work, and new ways of working. This is the ultimate requirement: sustain delivery to the team’s customers in parallel with evolving the team and its effectiveness.
Jay Galbraith, a world leader on organisation and team development, tells us : “Every organisation is perfectly designed to get the results it’s currently achieving”. We believe that it is critical for teams to design themselves for effectiveness, to manage the status quo and to increase their resilience for change.
In this series of blogs, we provide insights into the challenges for the effectiveness of teams when their organisations are changing, and practical tips and suggestions on how to lead and maintain a thriving team.
Our intention is to provide ideas and techniques that both leaders and members can use to improve the effectiveness of their team, whatever its sector or current level of performance. We describe core principles and general approaches to team development (often initiated from inside the team) and show how to use these to address change from outside the team. We share ideas on how to ‘diagnose’ the current state of the team, whether it is performing well and is strongly aligned with its customers, or less so.
Our next blog in this series will address: “Recognising reactions to change, and responding to them”.
Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting, a consultancy that helps business teams to enhance their effectiveness for greater productivity and improved team morale. Elisabeth has 25+ years’ experience in the Pharmaceutical Industry where she has held line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis. Elisabeth is accredited in Change Management, in MBTI (Myers Briggs Type Indicator) and in Lean Sigma and is a member of CILIP (Chartered Institute for Library and Information Professionals), and APM (Association for Project Management).
Lucy Loh is the Owner and Principal Consultant at Lucy Loh Consulting, a consultancy that helps businesses and organisations develop their business plans, and manage change in their organisations and teams to be able to deliver those plans. She is also a RiverRhee Consulting Associate. Lucy has 25 years’ experience in BioPharma, where she has held management roles in strategy development and all aspects of performance management, as well as extensive internal consulting. Lucy has expertise and experience in organisation development, benefits management and in designing and leading business change. She is a certified Master Practitioner of NeuroLinguistic Programming (NLP), which enhances her work in change management and individual coaching. She is also an accredited trainer with the Institute of Leadership and Management for Strategic Leadership.