The document discusses the importance of change management teams in organizational projects. It defines groups and teams, and describes the stages of their development. An effective change management team is cohesive, committed, organized, and representative. The core roles on a change management team include a lead, consultant, and area leads. The team supports initiatives like change readiness assessment, communications, and organizational alignment. Successful implementation requires clearly defining team roles and responsibilities, as well as effective communication throughout the project.

1. Change Management
The Change Team
Rocio Elizondo| Sherif Mohamed | Katharina Jungblut

2. Agenda
1 Introduction – Goals of our Presentation
2 Initial Situation & Approach
2 Background – Team and Group Dynamics
3 Identified Challenges
3 Organizational Change Management and the Role of the OCM Team
4
4 Recommendations
The CM Team in the Project Implementation Phase
5 Conclusion and Takeaways

3. 1 I NTRODUCTION

4. Management undertakes projects
when the gains outweigh the expenses.
Assumption: since the project is in everyone‘s best
interest, the transition will go smoothly
Fact: it is very difficult to introduce change to an
organization. Failure to recognize and deal with
this fact has been the cause of many project
failures.

5. Source: CSU
Organisational Change
and Renewal
Framework: The Eight
Dimensions for Effective
Organisational Change
and Renewal

6. Objectives of this Presentation
•To identify the characteristics of a team and how it
differs from a group
•To identify the role of a CM team during the
implementation phase of a project
•To discuss the characteristics that lead to a functional
and successful CM team as well as the factors that
lead to successful project implementation
•To present some examples of effective CM teams

7. B ACKGROUND – GROUP AND
2 TEAM DYNAMICS
Definition of Groups and Teams
Example of groups and teams in the organization
Stages of Group and Team Development
Characteristics of Effective Work Groups and Teams
Potential Problems Within Groups and Teams

8. What is a group?
•Members interact with
each other and work
towards a common
purpose
•Has a strong, focused
leader
•Members have
individual accountability

9. What is a team?
•A special type of group
•Members have
complementary skills
and a common
performance goal
•Members have
individual and mutual
accountability

10. Source: John R. Katzenbach, Douglas K. Smith „The Discipline of Teams“

11. Examples of Teams in an
Organization
Cross-functional Team
A group of workers with different specialities drawn
from the same level in the organization to blend their
talents to acomplish a task.
Has individual memebers who think in terms of what is
good for the organization
Top-Management Team
Is the group of managers at the top of the organization
that collaborates in making most major decisions.

12. Stages of
Group and Team Development
1
Forming
2
Storming
Adjourning
5
Performing Norming
3
4

13. Characteristics of Effective
Work Groups and Teams
Job Design
A Feeling of Empowerment
Interdependence
Right Size and Mix
Availability of Sufficient Resources
Effective Processes within the Group/Team
Effectivity
Job Satisfaction

14. Potential Problems within
Groups and Teams
•Groupthink
Occurs when strong group
cohesiveness creates an extreme
form of consensus /interferes with
effective decision making.
•Social Loafing
Occurs when an under motivated
person tries to squeeze by without
contributing a fair share of the
work.
•Group Polarization
Shifts in member attitudes to more
or less risky positions, which, in
turn, reduces intra-group cohesion.

15. O RGANIZATIONAL C HANGE
3 M ANAGEMENT AND THE R OLE OF
THE OCM T EAM
People Focused Change Teams
Characteristics of Change Team
Team Structure
Team members Roles
Initiatives supported by OCM Change Team
Recruitment and Mentoring

16.  The OCM Team should focus on the
issues in the project that impact
people; include process changes,
systems changes, organizational
structure changes, equipment
changes, knowledge requirements
changes, etc.
 Common changes that occur during a
major transformation mostly do
impact people.

17. P EOPLE F OCUSED C HANGE TEAMS
Multiple research studies have shown that 67% - 75% of major issues
on transformation projects are due to people and change management
issues, not software or technical problems.
Business
Process
Systems People

18. Characteristics of a Change Team
Cohesive
Committed The Change Team Representative
Organized

19. T EAM S TRUCTURE
Owner Executive Project Business
Sponsor Manager Analyst
Key
Stakeholders Teams Leads Steering Other
Committee Members

20. A T EAM G ENERAL S TRUCTURE
OCM Lead
OCM
Consultant
OCM Area OCM Area OCM Area
Lead Lead Lead
Change Change Change Change Change
Agent Agent Agent Agent Agent
Change Change Change
Agent Agent Agent

21. Roles of the OCM Change Team
Members
OCM Change Lead
• Responsible for the OCM program.
• Helping plan, design, develop and implement all
change management initiatives, including training.
• Recruiting the OCM Area Team Leads.
• Communications with the Management Team and
sponsors.
• Gaining approval for and supporting
implementation.

22. Roles of the OCM Change Team
Members
OCM Consultant
• Optional.
• experienced OCM
practitioner.
• Supporting and mentoring
the OCM Change Lead and
OCM Team though the
OCM processes and work
streams.

23. Roles of the OCM Change Team
Members
OCM Area Leads and Change Agents
• Understand the magnitude of site level
change and help to assess readiness.
• Identify site level issues and obstacles
for adoptions.
• Help identify messaging needed and
help to “localize” the messages
• Provide a channel for the engagement.
• Provide feedback.
• Identify and provide local resources
and contacts.

24. Roles of the OCM Change Team
Members
OCM Core Team
includes the OCM Change Lead, the OCM
Consultant and the OCM Area Leads
• coordinates all of the OCM efforts and helps to
ensure consistency and coordination of
initiatives across the project’s various
stakeholders.
• updating and validating the OCM Strategy and
the Stakeholder Assessment.
• engaging and mentoring the Change Agents.

25. I NITIATIVES S UPPORTED BY
OCM C HANGE T EAM
1. Change Management Initiatives
 Help assess stakeholder readiness for change and
identify methods to increase readiness
 Visibly exhibit positive, supportive behavior relative to
the change
 Help identify stakeholder concerns and fears
 Help identify early adaptors and supporters of the
change and encourage their active participation in the
change initiatives
 Help identify and mitigate resistance
 Coach others on the benefits and set expectations for
any downsides of the change

26. I NITIATIVES S UPPORTED BY
OCM C HANGE T EAM
2. Communications Initiatives
 Helping localize messages for their team to increase the
level of understanding
 Helping identify effective communications senders and
communication media
 Reinforcing the messages and Providing feedback
 Monitoring the rumor mill and provide “correct”
information immediately, when possible
 Reporting rumors to the OCM Core Team and working
with the OCM Core Team on rumor mitigation
strategies

27. I NITIATIVES S UPPORTED BY
OCM C HANGE T EAM
3. Organizational Alignment Initiatives
 Help identify which role should be performing a process
in the to-be state and who is performing that role in the
current state
 Help identify the degree of change between the old and
new roles and communicate the changes and the
reason behind the changes
 Help map roles to positions (job profiles) and
individuals to positions
 involved in end user training.
 Coaching and Providing Feedback during Go-Live and
Post Go-live

28. R ECRUITMENT AND
M ENTORING
R&M
Identify & Culture
Mentoring
Grow Creation

29. T HE CM TEAM IN THE PROJECT
4 IMPLEMENTATION PHASE
Tasks of Implementation Teams
When is an Implementation Team of Critical Importance?
The Ideal and the Real Situation
Why do these problems occur?
Strategies that may be used by the CM Team

30. Tasks of Implementation
Teams
Implementation teams...
...bring in CHANGE
...are comprised of individuals with the skills and
knowledge to implement a new method or process within
an organization across single or multiple locations
...are sometimes charged with establishing “best
practices” across multiple locations of an organization

31. Examples of Implementation
Projects
1. Implementing new processes or
implementing new systems
2. Integrating new technology into work
procedures
3. Transferring technical know-how
4. Implementing new company practices
– Total Quality Management
principles, cultural change, etc.

32. When is the Implementation
Team of critical importance?
•When the project to be implemented is large and complex
•When the project covers multiple functional areas
•When multiple stakeholders are involved
•When the project is spread out geographically and
different cultures and languages are involved
•When a high degree of resistance to change has been
identified in the organization

33. Change Management Team
„The Ideal Situation“
Role Statement of Task
CM Team Members “I develop the change management strategy and
plans. I am an integral part of project success.”
“We own the change management methodology and
support its implementation in the organization.”
Executives and “I launch (authorize and fund) changes.”
Senior Managers “I sponsor change.”
(Sponsors)
Middle and “I coach my direct reports through the changes that
Front-line Managers impact their day-to-day work.”
Project Support “I support different activities of the change
Functions management team and project team.”
“I manage the technical side of the change. I
integrate change management into my project plans.”

34. Change Management Team
„What Really Happens...“
Role Statement of Task
CM Team Members “I feel like I’m on an island here – people expect me
to do everything and have all the answers.”
“I don’t even exist yet.”
Executives and “I gave you funding and signed the charter – now go
Senior Managers make it happen!”
(Sponsors)
Middle and “I feel like I’m the direct target for some of these
Front-line Managers changes, and I wish I knew what was going on.”
Project Support “I get called in on projects and given one little task,
Functions but I’m not sure how I fit in to the overall picture.”
“My focus is just the ‘technical’ side. Once I flip the
switch, I’m moving on to the next project.”

35. Why do these
problems occur?
•Possible problems inherent to the group,
such as social loafing or groupthink
•The person best suited for the role may
not be available
•Roles and size of the implementation team
does not match the requirements of the
implementation project
•Ownership and responsibility are
not clearly defined
•Communication Issues

36. Strategies that may be
used by the OCM Team
Name Consists of
Empirical- Rational • People are rational and will follow their self-interest
• Change based on communication and incentives
Normative- • People will adhere to cultural norms and values
Re-educative • Change consists in reinterpreting and changing the
applicable norms and values
Power-Coercive • People are compliant and will generally do what they
are told or can be made to do
• Change is based on authority and sanctions
Environmental- • People oppose loss and destruction but adapt readily to
Adaptive new circumstances
• Change is based on building a new organization and
transferring people from the old one to the new one
Source: Fred Nickols „Change Management 101: A Primer“
Distance ConsultingLLC

37. Example # 1
•A multinational engineering company
acquired some international units (A,B,C)
•2 local employees from units A,B,C were
included in the implementation teams for
standardized company best-practices and
systems
•Strategy: presentation about the new system
and training, units A and B were a success
•Unit C had reservations about the new
system...

38. Example # 2
The South African Government decided to
outsource the task of disbursements of
Government grants during the early 1990s to
private companies. Excerpts from the case:
•There wasn’t really an opportunity to get to
know each other’s strengths and weaknesses,
•There was a mutual and absolute
commitment to success
•Effective communication was vital and was
divided into informal, formal and beneficiary
communication

39. Fundamental Reasons for
Team Breakdown and Failure
•Lack of Group Rapport
•Time Management Issues
•Poor Planning and Scheduling of Activities
•Lack of Sales and Presentation Skills
•Inadequately dealing with Cross-Cultural Issues

40. 5 C ONCLUSIONS AND TAKEAWAYS

41. Takeaways
•When putting together an implementation/change
management team, you must carefully consider the role
each team member plays and the best person to fill it.
•The factors most contributing to the success of an
implementation project are good communication, good
harmony and balance within the team, and total
commitment to success.

42. We are happy to take your questions!
Change is the only constant.
– Heraclitus, Greek philosopher