For some of you (and sometimes ‘us’), change is daunting. We’ve always done it this way and it works…why change it?! Maybe you don’t need to change it, maybe you just need to document and prove why it works if you’re that confident. See previous chapters on controls and reporting.
If ‘it’ doesn’t work all the time, then perhaps it’s time for a little shake-up. Before using the blender, review your ingredients. People. (Ok, so ‘blending’ and ‘people’ is a bad analogy, but let’s go with this for a minute or so…)
Many places today are becoming more informal in dealing with the customers; removing the dry rhetoric with lively, personal dialogue. With the onslaught of Social Media venues out there, it’s getting more and more important to change the old way of doing things. Not only do you need phone service representatives (or if you’re really advanced and have the budget, Live Chats are awesome too), but you also need Social Media Representatives. But I digress…
The Social Media spin is my part, not the KSU class. The PM Applications class speaks more generally; let’s take a step up from specifics and just discuss team dynamics.
I DO
Innately, we all want to belong. Team dynamics is no different. There are two general work groups: formal and informal. Formal, being, well…I won’t say it…by the book. It is the organizational structure approved and ordained by management. Then there’s the informal group; the one you can’t control as a manager – and sometimes it’s better not to. Informal groups speak to the individual’s inner child – finding common interest and goals with others.
Remove the Black Tie
Informal groups create norms for others to follow (like going for happy hour every Friday or avoiding team meetings…they could go positive or negative). Think back to your teenage years…informal groups ruled your life.
Informal groups also enhance togetherness; it’s your job as a project manager to help foster that cohesiveness for the good of the company goal. It doesn’t mean forcing the company norm down their throats; it means nurturing the group’s nature to do good. If it’s not inherently good, you may have to bring out your negotiation (or firing) skills.
DodgeBall Team Selection
Ok, so the team has been selected but they haven’t had a chance yet to discover each other’s strengths. Each team – no matter what industry, sport, knitting league or project – goes through stages.
Start :: What the heck have I gotten myself into?!
Oppose :: What the heck do I have to do and why?!
Advance :: Oh! NOW I get it!
Perform :: Dang, this is fun, why didn’t we do this sooner?!
SOAP … lol … abridged definitions for those tired of reading this blog.
Who Moved My Cheese?
Anyone who recognizes this title, may have already read this book on change management. It’s short and applicable. Administering change is a big deal. Project Managers need to effectively and collectively (with the team) identify and carry out change management.
There are so many barriers to change from fear of the unknown, to resentment to ego trips. To overcome resistance, involve the team and listen to them; they’re resistance may be justified. Allow for settling, thoroughly explain (NOT: ‘because I said so’) and be supportive.
Lastly, be prepared to let go of some responsibilities and empower your employees to take charge – be smart, don’t pick the employee who comes in late every day, surfs Facebook for 2hrs a day and invokes negativity in the company (unless you believe empowering will absolutely bring this person around – IF they have the skillset and desire)…
Resources:
Basic Context for Organizational Change– see paragraph on General Guidelines to Organizational-Wide Change
Stages of Team Development – Forming, Storming….etc
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