Team change involves going through distinct stages. Effective teams have clear missions and goals aligned with their purpose. They define roles and processes to work efficiently. Relationships and communication are important. When a team changes, it forms new structures and norms, potentially experiences internal conflict as roles are established (storming), then settles into ways of working together (norming) to perform its task. The final stage is completing the task and disbanding (adjourning).

1. Team change
• How to improve team effectiveness
• What team change looks like
Management of Change- Team Change 1
Nguyen Ngoc Minh Tri
Nguyen Duy Linh
Huynh Hanh Nguyen
Group
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2. Management of Change- Team Change 2

3. How to improve
team effectiveness
Management of Change- Team Change 3
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4. • Five elements that contribute to the level of a team’s effectiveness or
ineffectiveness over time
Management of Change- Team Change 4
Team mission
Clear roles
Operating
processes
Team inter-
personal
relationship
Inter-team
relations

5. • The most effective team
• have a strong sense of their purpose
• organize their work around that purpose
• plan and set goals in line with that purpose
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Team mission planning and goal
setting
“In every case, without exception, when an
effectively functioning team was identified, it was
described by the respondent as having a clear
understanding of its objective”
(Larson & LaFasto, 1989)

6. Team mission planning and goal
setting
• Setting Goal:
• the very act of goal setting was a prime
motivator for the team
• 16 % average improvement in effectiveness
for teams that use goal setting as an integral
part of team activities
• Examples: a marketing planning project team
should set a SMART Objectives/ goals
• Change happens: clear goals are
significantly more important when teams
are involved in change.
• Downside: the team sticks to the out – of –
date purpose or goal while the world has
moved on
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7. Team roles
• The best way for a team to achieve its goals is to be structured
logically around those goals
• Individual team members need to
• have clear roles and accountabilities
• understanding of both what their individual role and the roles and accountabilities of
other team members .
• Change happens - clarity around role has two useful functions
• provides a clear sense of purpose
• provides a supportive framework for task accomplishment
• Downside: situation becomes more fluid => the rigidity results in the task
falling down the gaps between roles
Management of Change- Team Change 7

8. Team operating processes
• Needs of having certain enabling
processes in place for team member
to carry out their work together
=> will allow the task to be achieved in
a way that is as efficient and as
effective as possible
• Typical areas of operating process:
Management of Change- Team Change 8
Operating
Process
Frequency,
timing,
agenda of
meeting
Problem
solving &
Decision
making
method
Ground
rules
Procedures
dealing
with
conflict
Reward
mechanism
Review
Process

9. Team operating processes
• Change happens
• Need for processes to have been discussed and agreed at an earlier stage
• Team operating processes acts like a lubricant, enabling healthy team functioning to
continue
Example of the operating process in some areas:
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11. Team interpersonal
relationships
• Communicate together-> Understanding among team
• Trust and help every teams member to be better
• Person to person (team)
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12. Inter- team relations
• Working across boundaries (We are team not group)
• Team to team, organization to organization
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13. Example of Effective team
• Diamond couple: http://www.viethome.co.uk/tin-tuc/tin-tuc-o-anh/30241-
dam-cuoi-kim-cuong-gay-xuc-dong-cua-cap-vo-chong-gia-nguoi-anh
• Team mission, planning and goal setting
• Team roles
• Team operating processes
• Team interpersonal relationship
• Inter- team relations
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15. What team change looks like
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All teams go through a change process when:
• They first formed
• A new member arriving
• A key member leaving
• A change of scope
• Increased pressure from outside
• Change in organizational climate
Tuckman’s
Model of
Team
change
Any team will undergo distinct stages of
development as it works or struggles toward
effective team functioning.

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19. Forming
• What is our primary purpose?
• How do we structure ourselves as a team to achieve our purpose?
• What roles do we each have?
• Who is the leader?
• How will we work together?
• How will we relate together?
• What are the boundaries of the team?
• Most important: Why do we exist on Earth?
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20. Storming
• Have a storm inside a team.
• Why?
• The storming phase – if successfully traversed will achieve clarity
around all the fundamental questions of the first phase, and enable
common understanding of purpose and roles to be achieved
• Remember
It is a natural part of the process.
 It is a healthy part of the process.
It is an important part of the process
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21. Norming
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• Settling down of team dynamic and stepping into team norms and
agreed ways of working
• As further challenges develop, or as individuals growth further into
their roles, then further scrutiny of the fundamental questions may
happen.
• Tuckman suggested that this settling process can be straightforward
and sequential.
• In fact, there are team that permanently move back and forth
between the norming and storming stages.

22. Performing
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• The team has developed a capacity to change and
develop, and has learnt how to learn.
• The team is now ready and enable to focus primarily
on its task while attending to individual and team
maintenance needs.

23. Adjourning
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This stage represent the period when the team’s task has been
completed and team member disperse.
• Mourning: highlighting the emotional component
• Transforming: as team members develop other ways of working

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Thanks for your listening!