Changes in the composition of teams happen time and again in every organization. All of those involved are expected to display the highest level of flexibility. The terms professionalism and agility are frequently referred to in this context. If that doesn't help, it is often said – at least behind closed doors – that team members shouldn't make such a fuss about it...
But unfortunately, it’s not that simple. Because it’s nowhere near unprofessional when team members have to become familiar first with the new team and when they take a look back at what was so special about their previous team. It is simply a human trait, and it also happens even with people that are normally very willing to change – as I do know from my own experience.
In order to become able to act as the ‘new’ team, it is important to actively design the transitional phase. It starts with acknowledging and expressing that we are dealing here with a transition and a change, and with making this fact transparent. The systematists call this approach: renunciation of denial!
It may sound hackneyed but one possible first step could be to have the entire team explain what systems of origin they come from, what they appreciated about such system and what they didn't, what they expect from the new team etc.
The way how this exchange is conducted depends on whether two teams are being merged or individual team members from different systems of origin are supposed to complement the team.
- In the case of a merger of two teams, it is important to first let the two teams report about themselves as a team in their original composition while the other team is only listening – i.e. to give each of the two teams space and attention from the other team before looking together at the qualities of the ‘new’ merged team.
- If team members are brought together from many different systems of origin, each team member first reports from his or her individual point of view and everyone else listens carefully. This is also about looking at the individual origins before all team members together turn their attention to the new team structure.
This should be followed by the team members getting to know each other in person by exchanging strength profiles, individual manuals including personal drivers and heartfelt themes.
Appreciating the different systems of origin and getting to know all team members personally is a moment when corporate culture is being established. If this moment of culture building is missed, you will need much more time subsequently to get to grips with performance issues caused by a lack of team building.
Once the foundation for appreciating the old and for expressing wishes and expectations for the new has been laid, the team can continue to clarify the more structural aspects of the new team composition. Now, the team can discuss and come to agreements on themes such as work allocation, defining areas of responsibility, communication and meeting formats, and decision making principles.
You might think that this is none of your concern. Well, I am convinced that all high growth organizations have to deal with continuous change with respect to team processes in which team compositions change over and over again on at least a monthly basis. In these cases, team developers and managers should allow time for at least two to four times per year to enable such moments of culture building as I have described above.
In a nutshell: Time invested in culture building pays off!
This text first appeared in my newsletter 'Innovation on Wednesday'. It is published every other Wednesday. For subscription click here