Change Management: Concepts and Practice (The Technical Manager's Survival Guides)
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What are the barriers you are likely to face in attempting to build (or rebuild!) your team and implement a change management plan? These barriers are real, and they exist in every team. A typical example is the structural barriers of hierarchical teams, such as departments, groups and divisions, etc. Operating companies in different countries, languages and cultures often presents barriers as well. There are many more barriers in building a team that will tend to be multicultural and geographically displaced, and you must take the time to identify them, and have a strategy to overcome them, prior to any knowledge transferring initiative.
In order for any change management initiative to be successful, you must not focus your efforts on a specific team, but on the whole organization, across all of those interdepartmental barriers. To do this you will have to focus on increasing the ability of team members to communicate their thoughts to others in the team, as the collective result of a lot of individual actions would be necessary to produce a single result for the entire corporation. As depicted in Figure 3.1, you must make sure to communicate the vision of the changing plan clearly, emphasizing the strategic sense in a way that you inspire others, with passion. If you come across as not believing in the plan, why would they? The question is how do you increase the power of these individuals in sharing their thoughts with others in the team?