HIGH PERFORMING TEAMS COURSE by Ken Thompson - Topic 4 - Change Management for HPTs

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“Change is inevitable – apart from vending machines”

In this 8-minute video, the fourth in the 5-part series, Ken Thompson describes a systematic way to address the change management issues involved in creating a High Performing Team.

One of the most common problems in attempting to implement HPTs is overly focussing on the process aspects but neglecting the change management aspects resulting in a sterile process exercise which is not sustainable and produces no real benefits.

Change Management in an HPT context is about getting team members individually bought-in to and equipped for the change so that you are not the only person taking leadership responsibilities for the team. Change Management for HPTs is really about creating a team where every member is a leader in some domain within the team.

Watch the other Videos

Video 1 (20:09 mins) HIGH PERFORMING TEAMS COURSE by Ken Thompson - Topic 1 - Introduction

Video 2 (11:12 mins) HIGH PERFORMING TEAMS COURSE by Ken Thompson - Topic 2 - Creating HPTs in a hurry!

Video 3 (09:03 mins) HIGH PERFORMING TEAMS COURSE by Ken Thompson - Topic 3 - The Processes of HPTs

Video 4 (08:32 mins) HIGH PERFORMING TEAMS COURSE by Ken Thompson - Topic 4 - Change Management for HPTs

Video 5 (08:22 mins) HIGH PERFORMING TEAMS COURSE by Ken Thompson - Topic 5 - HPT Leadership Tips

Further Reading from Ken Thompson on HIGH PERFORMING TEAMS

1. Bioteams: High Performance Teams Based on Nature’s Most Successful Designs

2. The Networked Enterprise: Competing for the Future Through Virtual Enterprise Networks

3. A Systematic Guide to High Performing Teams (HPTs)

4. A Systematic Guide to Collaboration and Competition within organizations

About Ken Thompson

Ken Thompson is an expert practitioner, author and speaker on collaboration, high performing teams and game-based learning. Ken is Founder of Dashboard Simulations who design, license and facilitate team business simulation games for leadership and management development. Ken has published 4 books on High Performing Teams and Effective Collaboration and tweets at @kenthompson and @dashboardsims.

 Video Transcript 

welcome to video number four on our

high-performing teams course the change

management of high-performing teams

somebody once said change is inevitable

apart from vending machines but change

is not inevitable in a high-performing

team change only happens if you

collaborate with your colleagues in the

team to make it happen

so let's look at how we go about

bringing the change necessary to form a

high-performing team and we're going to

start off with ten general principles of

change that we need to bring to the

table the first principle is never

intervene blindly with somebody if you

don't know what's on the person's mind

if you don't really have a relationship

with them then your interventions with

them are very likely to miss the mark so

you need to build information and build

rapport before you start trying to do

anything with a team member secondly you

need to make appropriate interventions

if somebody is hostile to the idea of a

high-performing team and you leading it

then to ask them to be a champion for

this change is probably not going to be

very successful you need to make

appropriate interventions at the right

time and which makes sense given where

the person is in terms of their attitude

to what's on general best practice and

change management is that you build on

supporters and you try and make your

supporters in the champions you build

successful change or round your

supporters and you try and get them to

commit however if you have a high

profile opponent and you neglect them

they may well destroy your change

program before it even gets off the

grind so build on your supporters but

don't neglect high power high profile

opponents to the change it's sock sounds

obvious but you must intervene with

those you can influence there's no point

intervening with somebody who you have

no influence over

and it may well be that they might well

like you but they're diametrically

opposed to you on a particular topic and

you have no influence on them so in that

case you need to work with the people

who you can't influence and they in turn

may influence others and you can't maybe

make as many interventions as you might

want to make so one of the principles is

if you've got to be selective on who you

intervene with it's a good idea to

influence those who have influence over

others and then they'll bring people

along so that's one of the key skills

and change management working out the

most influential people who you can

build a change Rhind don't neglect

indirect interventions you can intervene

at a team level you can intervene in all

sorts of ways you don't have to sit down

one-to-one with an individual to make an

intervention with them and once you've

got somebody on board and they're

supporting you as a champion please will

neglect them they need to be supported

encouraged and also taught new skills

about being a change leader and often at

the start of a change management program

you will not see results on the dial

that you can share with anybody

so that can make you nervous but as long

the key question is am i doing the right

thing even though I don't have results

yet on my dashboard am i doing the right

thing and if you keep asking yourself

that at some point the results will

start to show finally you need to be

creative a team is a living thing

this can't be a cookbook you can't

follow a prescriptive method there's

things you need to do that are not in

the cookbook that might be highly

effective so these are ten important

change management principles that you

need to apply to you're creating your

high-performing team so we looked at the

integrative model of creating a

high-performing team in the previous

video we looked at the process

development side on this video we're

going to look at the change

management side basically how you go

from insight and relationship through

the understanding and influencing

through the commitment and through the

support and development and with

individuals on your team not not with

your team as a whole this is very much

on an individual basis so this is the

the change model and with the four

different stages and just to make it

come to life a bit again this is our

business simulation game on change

management where you have adopted a team

with ten team members and you you're not

in charge of that team and each team

member has mixed views about the whole

concept of you leading them in a

high-performing team so this is Karina

for example and it shows here Karina

first of all you have up here you have

either no relationship or a bad

relationship with Karina so there's work

to be done there and also in terms of

Karina's adoption level she'd be red so

she'd be in the category of opponent so

you have to decide what kind of

intervention would be appropriate for

Karina and you can look down the list

and you see some of those interventions

at the top of the list are very easy to

do meet with the team member team member

informally that's a good way to build a

relationship some of the other things

further down the list or require a lot

more commitment for example if you met

with Karina and you did the intervention

three from the bottom ask the team

member to playing a supporting team

leadership rule you have no relationship

yet with Karina and she's possibly an

opponent for your change that is not the

right kind of intervention to make with

Karina at this stage in the process so

you look at your team members and one of

the very useful tools you need to think

about is it a little tool called a

stakeholder map and it's difficult a

little grid on one axis you have the

attitude of the person to the chains

which is

high-performing team and they can be

really one of three things

opponents neutral and supporters also I

put in the neutral not yet decided and

with a bit of information they'll go one

way or the other so it's really two

different types of neutrals and then

their influence and this is really the

influence they bring to bear on the

other members of the team so what you

need to do now is just by talking to

your team members talking to people who

know them reading on their BIOS whatever

you can you need to place each of the

team members somewhere on the

stakeholder map so in this example here


for example she might have been in the

team for a long time so she might carry

a lot of influence so she'd be high on

the influence axis from what we've seen

just looking at her profile she doesn't

sign like she's a supporter or even

neutral on the change so she might be an

opponent so you'd put Karina as an

example in the in the top top-left

quadrant now the other thing you can

then do separate from this is say what

kind of relationship do I have with

Karina and if you thought you had a good

relationship then you could put a little

green dot so it's a very very effective

technique in terms of change management

for work a night where everybody is in

terms of your team who are the most

influential whether the supporters are

opponents and where your relationship is

in terms of your ability to influence

them so that's all I want to say about

the change management of high-performing

teams what we're going to look up next

is closing the video course off with

some leadership tips for creating

high-performing teams

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A Systematic Guide to Game Based Learning within in OrganizationsTransform Performance Through Experiential Learning, Social Learning and Team Dynamics

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