Assessment 1_Team Development Session One

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Assessment 1: Team Development Session One Student’s Name Course Institution Date

Assessment 1: Team Development Session One Change Management and Change Management Principles Change management is based on the notion that change does not occur in isolation. Rather the occurrence of change has significant impacts in other aspects of an organization including the people involved. Change management ensures that the adoption of new initiatives is effective such that all parties involved are embrace the newly implemented working strategies. There are four main principles in change management according to Judson (Stouten et al., 2018). The first entails understanding the change. This includes how it will affect the organizations, whether positively or negatively, how it will impact on how people work, the benefits associated with the change, and the aspects required to successfully implement the change. The second, principle involves planning how the change will be implemented successfully. The third principle is to implement the change. (Stouten et al., 2018) This involves identifying aspects that will be included in the training, appointing training agents and determining the primary stakeholders to be involved in the change process. The final principle is to communicate the change based on the ADKAR change management model. The ADKAR model identifies five main aspects that should be considered while communicating the change. Awareness, this explains the need for change; Desire, it expressed the significance of supporting change; Knowledge, explains how the change works; Ability to integrate the change; and finally Reinforcement, which involves sustaining the change in the long term. Learning Disciplines Personal mastery describes the personal strength that people require to remain proactive and develop a continuous learning habit (Hoe, 2019). Personal mastery involves understanding what matters and having the ability to perceive the reality as it is. Mental models are the

generalizations and assumptions held by people and have a significant impact on their actions. Changing the mental model of an individual requires personal reflection. A shared vision implies that all parties involved, understand the vision and the direction that the organization intends to take. Employees are more likely to participate in an authentic and shared vision (Hoe, 2019). According to Senge, having a shared vision implies that rather than playing based on the rules of the game, the people feel obliged for the game. Organization of the Team The team I selected is made up of five individuals from the finance company that I work for. I selected the following people to participate in the assessment, the accountant, project manager, the IT specialist, customer service representation and myself. I was the team leader in the assessment. Team Exercise Plan The first meeting took place on 25 th June 2021, at 2:00 pm. The first meeting was a success as all members included in the assessment attended and shared their opinions effectively. The meeting begun with an introduction from each member that lasted for a total of fifteen minutes. This ensured that members were familiar with one another, and the department they represented. The main focus of the meeting was to identify the source of technology resistance among different departments. During my time at the organization, I realized that most department are resistant to embracing new technologies. While some departments supported the acceptance of innovative technologies such as Blockchain and IoT applications, others resisted heavily. This has resulted in an uneven acceptance of technology within the organization. I selected teams from different department to facilitate efficient representativeness during the discussion.

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This assessment was based on three learning disciplines, personal mastery, mental models, and shared vision. From the three I found mental models as the most suitable approach to conduct the exercise. This is because technology resistance among employees is mainly based on their perceptions of the technology. Thus, the main purpose of the assessment is to understand their different perceptions and develop strategies to counter these challenges. I used the arm wrestling challenge where I paired participants and asked them to arm, wrestle and the winner would be the one who lowers their partner’s arm as many times as possible. However, I explained that this approach was flawed because rather than struggling to win they could collaborate and take turns flipping each other’s arms, which creates an equal winning chance for each participant. Post Session Summary The team development exercise was a success, as all participants selected attended the two sessions. Additionally, after the session, all participants were on the same page regarding the acceptance of technology within departments. This is because from the arm wrestling they understood the significance of working as a team to attain common goals. They also learned the flaws associated with their mental models, how to resolve them and make decisions that would benefit one another, and the organization as well. A significant lesson I learned from team facilitation is to be a guide by enabling members to explore their inner selves, identify their perceptions and understand the viewpoints of others. What I learned from the discipline is the significance of identifying the shared mental model of a team. Having this knowledge makes it easier to create a common language or notion that allows the team members to function in a more integrated manner. I also learned that breaking mental

models is possible when people learn when people become open and willing to attain a common goal.

References Hoe, S. L. (2019). Digitalization in practice: the fifth discipline advantage. The Learning Organization , 27 (1), 54-56. DOI 10.1108/TLO-09-2019-0137 Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals , 12 (2), 752-788. doi.org/10.5465/annals.2016.0095

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