Team Development Plan
Order Instructions:
Team Development Plan, Session One
Develop an exercise based on one of the team exercises presented in the chapters “Personal Mastery,” “Mental Models,” and “Shared Vision,” and write your session one Team Development Plan. Your instructor will provide feedback on this assignment. Include the following information in this assignment:
1.Describe the intended purpose for session one Team Development.
2.Define change management and explain the three disciplines: Personal Mastery, Mental Models, and Shared Vision.
3.Explain the learning discipline you have selected, why you have selected it, and why it is important.
4.Explain the group exercise you have selected and how you will use the team development material.
5. Describe the organization you have selected for your project. Also specifically identify the sector of the organization:
o Non-profit.
o Government.
o Business or industry.
6.Outline your schedule for session one of Team Development. Include the names and titles of the organization team members participating in the sessions, and the scheduled meeting dates and times. If you have not been able to solidify any part of your schedule, please give a report on your progress.
.Debrief your peers on your proposal presentation by responding to the following:
•Discuss excitement and fear when approaching strangers to make your request for Team Development sessions.
•Discuss how your request for a Team Development session was received. Reflect on the process and how you can improve it.
•What worked and did not work in soliciting a team to develop?
•What did you learn about contracting from the questions asked by your team, or from their responses to your request?
SAMPLE ANSWER
Managing change is an important aspect of the organization in order for them to remain competitive by responding the market needs. Change is inevitable for organizations that want to remain profitable in the face of global competition and uncertain business environment. Leaders have an important role to play during the change process and they include providing emotional and financial support, motivate workers, enforce rules, communicate and make important decisions regarding change. There are several theories that can be applied to ensure effective change management process within an organization. According to Kotter (2012), being competitive therefore implies that an organization has to carefully design theory management strategies. The concept of organizational change and leadership management require a lot of concern since any mistake may lead to big losses. Organizations operate in increasing competitive and chaotic global business environment and thus it should form a major focus of the business management. This is because there is enough evidence that about 70% of organizational changes fail to yield enough fruits as projected by the management. A properly structured organizational change should thus take full care of content, people, and process since they are the determinants of success or failure of such an initiative (Kotter, 2012). Personal Mastery is mainly concerned with self-awareness and the impact of such personal awareness on others. It is the human face of change since it enables the personal beliefs to be challenged with the aim of developing a common ground. During personal mastery, the change agents are able to utilize perpetual positioning tools and reframing techniques to enhance the quality of their interaction with other change agents.
Mental Models are the deep seated values, beliefs, and mind sets that determine the nature by which a person thinks concerning the change. Mental mastery enables a person to clarify assumptions while encouraging other people to reframe their assumptions. During mental models, leaders use tools such as reflective inquiry and ladder of inference with the aim of making mental models clearer for each other while challenging the assumptions made by the change agents.
Every change within the organization begins with a share vision in order to make people have a sense of togetherness. Shared vision involves taking time early enough in the process of change management to have the necessary conversations that would lead to common understandings and commitments. In addition, shared vision enables the creation of necessary aspirations and hopes and to remove resistances. While creating a shared vision, the change agents used tools such as positive visioning, values alignment, and concept shifting to create mutual agreement and meaningful focus with regard to change. During shared vision, the leaders are able to create targets, review challenging goals, and set improvement strategies in line with the vision of change.
The discipline selected in this case is shared vision since it enables a positive start from the change be ensuring that everybody is in the tune of change. Kotter (2012) argues that a clear vision helps everyone understands the need and the aim of the change to motivate them. The leadership needs to develop values that are central to change, create a strategy, and ensure that change coalition have easily mastered all the concepts of change. After realizing their strengths and weaknesses, the management creates a vision for change which is unanimously supported by other members of the organization. The vision for change acts as a conceptual framework and guideline that is followed by all the employees in effecting the necessary changes within the organization.
The groups exercise selected for this group engagement is football game since it allows members to have a full body activity that enables them to have a maximum relaxation thereafter. The organization selected for this project is a private business (Biogen Incorporation), which is under intense competition from similar organization within the same industry. The private businesses are under intense pressure to change in order to remain competitive and realize profits.
The proposal for team development includes the top management and the chairmen of departments. The members will be meeting on weekends at 8am in the morning till 12 noon. The weekend meeting will continue till all the members of the team full develop a shared vision to initiate and drive change within the organization.
There are many types of change resistance mostly in an organization, but the two main ones are fear of failure and peer pressure. People are afraid to adopt some changes in their organization due to the fear of adopting changes that may not work out well leading to their failure of the whole initiative. This can be handled by proper educating and proper communication of the motive of change in order to remove the fear that is inside them. Peer pressure also makes people afraid to adapt to the changes in their organization and this can be handled by encouraging them to stop protecting the interest of a group and rather protect the organization’s interest. The excitement while approaching strangers within comes when everyone unanimously accepts the change strategy being proposed for the organization.
The request for team development session was received with mixed feelings since some were for it while others were not for it. This mixed feeling resulted into unnecessary conflicts between the two groups that resulted into wastage of lots of time. In order to improve this condition, effective communication is important in since it helps change agents to know the motive of change and to agree and work for it. Effective communication also helps in the decision making process such that everyone is directly involved with the aim of lowering the chances of conflicts and misunderstandings during change process.
What was learned from the team member is that each and everyone is happy when they realize that the intended change is meant to make the organization forward. Therefore, all members are happy and comfortable with any change initiative that they believe will impact their organization positively. What did not work is trying to hurriedly make the team members accept the change without giving them adequate time to grasp all the elements of change. When change initiatives are driven slowly, the members are able to get all the aspect of change and subsequently react to them positively.
From the questions asked from team members, all of them were curious on how the proposed change will impact the organization and the people working on the organization. In other words, they were not ready to guess or to adopt a change they were not sure of its intended outcome. Most of their requests were to seek clarifications on how the change is to be done and what was actually involved in the change process
Reference
Kotter, P.J. (2012). Leading Change, Harvard Business Review Press; 1 edition https://wdhb.org.nz/contented/clientfiles/whanganui-district-health-board/files/rttc_leading-change-by-j-kotter-harvard-business-review.pdf
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