Organisational Change Management Volume 2

Other barriers to teams succeeding are:

{product-noshow 24|name|cart|picture|link|border|menuid:206|pricedis3|pricetax1}

. 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)


Free
5 5 1 Product

1 Month

Start your Change Management Plan today

With our FREE Basic membership


FREE fast start guides to review your organizations

FREE access to change management knowledge base

FREE change management case review

 

JOIN NOW


Become a Member - the benefits:

  • Ability to download a hardcopy(s) of the entire 5 x volume knowledgebase
  • Copy, paste and print content of interest
  • Be personally notified about regular content updates
  • Receive advance copies of the newsletters (including interesting articles)
  • Receive notification of upcoming events like Change Management Masterclasses

designed by: bluetinweb

Free 1:1 Consultation

get a free 1:1 consultation to apply
the relevant concepts to your specific
change management project