Bringing Your Team's Initiative to a Close Change Teams exist to transform organizational processes. The Change Team is not responsible for assuring that the new processes are fine-tuned and performing at peak levels. That's management work. Once the team's change has reached Critical Mass -- the point at which so much has changed that it can't return to the old way -- and once the people who work in the process have taken ownership of the new ways, the Change Team should disband. The Change Team should involve those who will be doing the work in the new process from the beginning of the Change Initiative. The Change Team should dissolve before those people have to tell the Change Team, "Hey, we've got it. It's time for you to go away now." Not disbanding at the right time could result in the new process becoming dependent on the Change Team. When the Change Team disbands, it must work with the
Change Agent to write a Closure Report indicating what change was attempted, what
happened, what roadblocks the team ran into, where the team could have improved its
performance. This report should be part of a database, available to anyone in the
organization so they can take advantage of the lessons your Change Team learned. Written by Heidi Jeanne Hess and Veronica Boaz (Doug Wesley contributed) Check Point (Please complete and submit the Form below) When
you are finished Updated: July 5, 1998 |
