Change Teams Require Commitment People sometimes volunteer for Change Team duty because they are deeply committed to the particular Change Initiative. Sometimes they volunteer because they think doing so might give them an advantage for a promotion. There may be lots of different reasons. Members' commitments to the team and the initiative can differ in both nature and strength. The way we behave as team members is consistent with our commitments and with our motivations for being on the team. You may want to know a lot about the people on your team to help you understand how they will be working with you. The personal commitment expected -- and required -- of you by the team should be as clear as your License and change plans. Because you have other obligations in your work and in your life, you must clearly (and thoughtfully) limit your commitment to the Change Team. Discuss these commitment issues with your team. Speak clearly and listen well; these issues will create major problems for teams who pass over them lightly.
What other issues do you think will be important?
A team assumed everyone's commitment to the initiative was equal. It also assumed that all team members had the same motivations for being on the team. One member had joined the team to achieve career advancement. No one knew that was what he wanted. Then one day the team made a decision that put his advancement in jeopardy, the team member quit immediately. The rest of the team didn't know why he quit. The team continued its work. Another team member had
made it clear from the beginning that she had significant limitations on her time to a
higher priority project. The other members accepted the limitation, without fully
examining what the team required. The team's work increased and everyone was pushed to the
limit to keep the initiative going. Everyone except that one member. Though she was
available the same number of hours a week as ever, it seemed to the others as though she
were doing less and less. The team asked her to consider spending more time on the work,
but she reminded everyone that she had been clear about her limitations and refused. The
other members resented the situation. The team wanted more but felt it couldn't demand it
because it had accepted the original commitment. Resentment grew and the team broke down.
It finally disbanded. Written by Veronica Boaz, Heidi Jeanne Hess and Doug Wesley Check Point (Please complete and submit the Form below) When
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