Organisational Change Management Volume 2

Other barriers to teams succeeding are:

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. Non-participation by people who just want to do their job and go home

. Team members not having the necessary meeting, decision-making, problem or conflict resolution skills.

. Shifting to teams and increasing hierarchy with team leaders as an extra layer of management

. Negative people who are against everything, ie CAVE = citizens against virtually everything

. Management vetoing team decisions

. Poor communications between managers and teams, between the teams themselves and within teams

. Trying to change too quickly without a plan

. Personality clashes between the team members and between teams and their supervisors

. Managers refusing to relinquish their power

. Competition between teams

. Not knowing which step to take first

. Getting teams to work without a leader

. Defining boundaries for teams and getting management to accept the boundaries

. Internal politics within teams and within the organisation

. The spectre of constant change and restructure

. Under-resourcing the change effort

. Failing to clearly define responsibilities, roles and levels of authority for teams

. The ever-present lack of trust between workers and management

. Teams do not understand the financial side of the business in which they work

. The fear of losing all career paths

. Lingering tradition, structures and culture

. Dominant individuals who want to control the other team members

. Too many people protecting territory/turf

. General selfishness of people

. Teams that are too big

. Workers who can't see the personal or financial benefits of being in teams

. Managers who won't stand back and let the teams get on with the job

. Teams not controlling their budgets

. Teams not knowing their customers

. Teams not signed-off on agreed practices

. Too little training before starting

. Managers wanting to keep their status symbols, including special car parking, different eating areas and different clothing

. Increased workloads but with the same number of people to do the jobs

. Teams having no goals

. Confusion over what empowerment means

. Lack of personal skills

. The overtime culture, ie staff are used to and expect overtime as part of the work environment

. Managers who always want to pick and choose accountability issues

. People not wanting to change work processes because they have always done it this way

. Workers with a lack of business knowledge

. Decision-making still only happens at the corporate level

. Negative unions

. A lack of performance measuring

. Consensus appears to take much longer and slows down performance

. No business or technical skills in the teams

. Historical emphasis on individual achievement

. Not dealing effectively with poor performance in a team

. Not getting the right members in the team

. Performance evaluation difficulties

. Resistance to cross training

. Suspicions about teams being just another management fad that will pass

(source: Grant Donovan, 1998)

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